People do their best work when they are motivated. This may sound obvious, but while people managers instinctively agree with the centrality of motivation at work and its impact on employee engagement, their practices do not follow. With so much "real work" to do every day, how can managers also carve out time to learn, engage, build relationship, tap motivation, encourage development and inspire?The problem is a false dichotomy between the world of business and that of people development. What if managers were able to systematically transform everyday business issues into meaningful, developmental coaching opportunities with employeesat the same time?This proven, coaching approach radically shifts conversations away from either-or propositions and uses an entirely different lens: to transform business challenges by connecting them directly to employee motivation to achieve the desired business resultwhiledramatically increasing employee engagement. And all this comes none too soon, as leaders must re-think the way they lead given the modern realities of organizational life. Among them:A rapidly-shifting workplace and increasing uncertainty that requires a fundamental shift in the leader's approach, including the distribution of authority and the expectation that employees take responsibility for their own learning;Pervasive and persistent disengagement by employees who no longer accept the organization's priorities at the expense of their own. Organizations who continue to dictate terms will find themselves with employee turnover as an ongoing phenomenon. During the past decade, this coaching approach has been taught across the globe in nine languages, and has been enthusiastically embraced by thousands of managers while dissolving the invisible barriers that block individual and organizational success. | Leading for Learning by Lisa Koss, Hardcover | Indigo Chapters