Drawing attention to issues and hoping that they will be fixed or solved is normal. It’s what we do every day: There’s a problem, like a dripping tap or a flat tyre or the mobile phone has no power, and we ‘analyse the problem’ and fix it easily. But when it comes to people, like interpersonal and social problems, things get complicated. That’s why I think we need to change our approach and focus on finding solutions. And that starts with the being.
The problem with fixating on the problem — So, what’s the solution?
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Transfer of learning is the extent to which learners can apply their newly learnt skills, tools or techniques in everyday professional life. But how do you measure learning success and impacts? Organisations struggle to evaluate these effects, as unlike a weight or a temperature, they are expressed in changes in behaviour that cannot be directly measured.
The backbone of many organisations and a key resource for many leaders and managers are the office professionals. But are your PAs/EAs “forgotten workers” when it comes to tapping into their abilities and providing opportunities for development and progression? What can you do in your organisation to help motivate and develop this vital resource?
Some time ago I was delivering a mentoring workshop for some senior managers in a very large financial services business. The training manager was taking part and at the first coffee break he came up to me and said “They say it’s going well, but it’s a bit slow!”. “Thank you for the feedback” I said and when we restarted the workshop, I mentioned “I have had some welcome feedback from your training manager. He tells me that it is going well, but it’s a bit slow!” “Yes, yes” said the managers. “Ok” I replied, “That’s good, but I don’t think it’s slow enough!” 
It never fails to amaze me in my conversations with HR and L&D Professionals how many of them absolutely agree with me, that coaching is a desired leadership behaviour, but under examination, it is not one particularly evident or valued in their own organisation. Of course, there is always one ‘good person’ on the senior management team who is a champion, but can’t seem to get traction. Or some middle managers, who are pushing the cause. However, it is so rare to find a ‘real’ energised coaching culture in any organisation. The best you can hope for are pockets of evangelists, who fly the flag for coaching and have partial success until their ‘ring leader’ leaves, or is deposed or fired!