By Madhukar Govindaraju, Founder & CEO

Women belong in all places where decisions are being made” – Ruth Bader Ginsberg aka, Notorious RBG.

Ruth Bader Ginsberg’s crusade for equal rights is known to everyone. Throughout her career, she focused on making those in positions of power become aware of the challenges that were unique to the women workforce. It was her strategy to help men in power see the differences in opportunity and treatment meted out to women, just because they were, well, women.

The Lilly Ledbetter Fair Pay Act of 2009 was an outcome of her fierce dissent amongst many other such path-breaking acts that paved the way for equality for women. It is now the responsibility of corporate organizations to take this movement a step further and provide women the support they need to become prolific leaders like Ginsberg. 

If we look at the leadership gender gap, it shows us that while it still might be a man’s world, forward-thinking organizations now know that we need both men and women to succeed. 

There are several reasons for this gender gap – reasons such as inexperience, family responsibilities, or . But given that we are now in the 21st century, companies need to find a way to deal with these obstacles. 

Without delving into the controversy of the underrepresentation of women in leadership roles, let’s instead look at how to fix this gender imbalance. 

There is enough evidence to show that women not only do well in leadership roles but thrive in them. A report from Associated Press and Equilar, among the 25 highest-paid CEOs, five of them were women. 

Some of the largest and most successful enterprises have had women steering the ship – from IBM’s Virginia Rometty to PepsiCo’s Indra Nooyi to Facebook’s Sheryl Sandberg to Mary Barra of General Motors, you just have to cast a cursory glance at the Forbes world’s most powerful women list to see that the ‘so-called’ reasons to keep deserving female candidates  away from the C-suite are quite honestly, baseless. 

Now that cracks in the glass ceiling are getting deeper, it is about time for organizations to realize that fixing the gender imbalance is not only the right thing to do, it is also important for organizational success.

The business case for promoting gender diversity

Yes, there is a business case for leaning in towards gender diversity. 

Research from McKinsey discovered that promoting gender diversity leads to better business results and that gender-diverse companies perform better financially. 

Organizations with women in 30% of leadership roles are 12 times more likely to be top-performing companies. 

 

Joanna Barsh, co-chair of the International Council on Women’s Business Leadership’s Leadership Working Group and author of ‘How Remarkable Women Lead’ further shows that it is now becoming important for an organization’s leadership to match its customer base. Given that women make up a substantial chunk of the customer base in almost every industry, having more women representation is just good old common sense.

Barsha goes on to state that gender diverse teams also come up with better solutions especially for “non-linear, complex problems”. Solving these problems need diversity of thought, backgrounds, skillset, and experience.

Business case aside, women leaders can be a huge benefit since they bring a growth mindset, are hugely participative in getting more thoughts and ideas, and in bringing positive emotions to the workplace.

The silver bullet to fix the gender imbalance

It is apparent that gender diversity efforts are not a zero-sum game but end up benefiting all employees. It is about time that we move away from ‘second-generation gender bias’.

While there are many solutions to fix the gender diversity gap, focusing on learning and development initiatives is an important step in the right direction. 

Women leadership development programs have to now become bolder and more tailored to help women navigate the corporate landscape and equip them with the tools, knowledge, and skills they need to create an impact and have greater influence across the organization. 

What should these innovative programs include?

Firstly, women leadership development programs have to be a continuous process. These programs have to be designed to drive a shift in behaviors. 

Hence, coaching becomes a critical tool for enablement.

  • Leadership programs have to now move away from its myopic worldview and understand that just like women bring specific skill sets to the table, they also have certain specific challenges to navigate. The objective of coaching, hence, cannot be to make women leaders more like their male counterparts. Instead, it has to focus on how women can leverage their unique skills such as empathy to develop their own leadership style and implement a personal leadership strategy.
  • Organizations also have to open up networking opportunities for women leaders as this helps them advance their careers. Coaching can help women build this network and develop connections to create opportunities for broader exposure and authentic engagement by eliminating self-imposed restrictions.
  • Organizations have to assume the responsibility of identifying their high-potential women employees and then employ data-backed guidance to help them overcome leadership challenges. Leveraging tests such as Behavioral Assessment tests or 16 Personality Factor self-evaluation to identify strengths and weaknesses can help in closing the skills gap and assist in building authentic leadership.
  • Coaching programs also need the technology push to connect high performing women employees with the right mentors who will help them navigate women-specific challenges. For example, some women might need greater help in managing organizational complexities than their male counterparts owing to the years of social conditioning. This very conditioning might prohibit them from asking questions for the fear of being perceived as weak. A good coach will help such women employees with the right tools to manage perceptions while establishing credibility and their individual leadership styles without sacrificing their inherent femininity.
  • Women leadership development programs have to also become hyper-focused on monitoring and measuring coaching progress and ensure that they have the right tools to provide timely nudges. An AI-enabled coaching platform can come to the rescue and help to deliver personalized, contextual, and relevant nudges to address skill gaps and unique learning abilities.
  • Leadership programs for women also need to become analytics-driven and should employ actionable insights from rich analytics on skills development, performance, engagement, and more. These engagement insights can be used to further fine-tune women leadership programs and make them contextual, relevant, and consequently more impactful for the women workforce. This also helps in building women leaders who are better prepared for their current and future responsibilities.
  • Social conditioning helped men remain unaware of the plight of women in the workforce. It was people like Ruth Bader Ginsberg who helped them see that inequality and discrimination existed. In the same way, social conditioning can also influence many women leaders. It is important to get the guidance and coaching to see which of these influencers are self-serving and which need to go to thrive in the corporate world. Coaching is the most effective way to help women make more intentional choices about their leadership careers. This includes taking the agency to control their careers, building authenticity to discover their leadership styles, strengthening professional connections to grow professional relationships, and increasing self-awareness and clarity. 

Most importantly these programs have to help women leaders develop a sense of wholeness that many women struggle with – the battle to seek roles beyond work or to unite different life roles into a single integrated whole. 

Coaching can help women realize and internalize that it is justified to value multiple roles and accept a broader definition of success – one that helps them let go of the idea that work and success come from equitable distribution of time between work and their other roles. Instead, wholeness helps women set priorities and value all their commitments while letting go of roles, obligations, thoughts, and mindsets that no longer serve them.

While it might be a man’s world as sung by James Brown in 1966, today we concur more and sing along loudly with Beyonce when she says, “Who run the world? Girls”.

Connect with us to see how an AI-enabled coaching platform can help your organization fix gender imbalance and give your women leadership program the makeover it needs.

By Shalini Ramakrishnan, Director of Product Marketing

Ready or not, organizations worldwide have had to adopt remote working at a scale never experienced before. 

As organizations and employees navigate this new world, finding their rhythm can be challenging for many. Undoubtedly, there are tremendous benefits to remote work. However, in an environment plagued with uncertainty and fear owing to the pandemic, it can be hard for employees to be completely productive and engaged. Settling into remote work can especially be daunting for those who thrive on the routine and the social interactions of an office or a worksite, making it significantly hard for them to focus on work. 

While adjusting to remote work for employees is hard, it can be harder to manage remote workers. Managers now need to have very high empathy levels to motivate and guide their teams and need to support their teams through this transition while supporting themselves. 

Given these shifts, organizations have to empower their employees to navigate this new normal. Coaching can play a big role in helping employees manage this change while helping them move along their career paths. 

Let’s accept it. Things have changed 

Given the current version of working remotely is unlike the remote working we did previously, making this shift is not easy for many. 

  • Families are juggling full-time work while facilitating online learning for kids who are out of school for an indefinite time. 
  • Most have their spouses working remotely as well. Adjusting to this new scenario is quite different from any other time. 
  • Organizations need to take cognizance of the fact that their employees are now adapting to a unique set of circumstances where they are experiencing a broad range of emotions, most of which are unpleasant. Worries about how to showcase work, how they will grow within the organization, and how their career will progress are growing concerns for employees. 
  • Many, especially the high-potential employees, might be finding it hard to figure out avenues to contribute more and show an impact. The absence of face time with managers and leaders can lead to feelings of isolation and insecurity, and general disconnect. 
  • While managers might just be checking in more frequently than usual, it can also often be misconstrued as micromanaging. This could lead employees further down the disengagement path unless the rules of engagement are redefined. 

How can coaching help?

Coaching the remote team can help alleviate most of these problems by giving them the guidance and clarity they need to traverse this challenging environment. 

Coaching gives them access to individuals who will guide them along their career path while being empathetic towards their problems without holding any judgment. 

Coaching a newly-remote team is also essential to help them understand how to navigate this new normal and make the right moves to become more visible across the organization. Unlike a one-time training session, coaching is a constant process and helps employees develop the power skills to complement the technical abilities needed to thrive in challenging environments. 

Today, and in the days to come, skills like critical and strategic thinking, growth mindset, empathy, EQ, communication, collaboration, and the like will be essential to enhance business outcomes. 

Organizations have no option but to help their employees improve their behavioral and power skills and upgrade their technical skills if they want to move along the path to profitability. And the path to this is through coaching.

How to coach your newly-remo

te team?

Before organizations begin coaching their employees, they have to first refocus and redesign their leadership coaching strategies. 

Read: Want to Create A Pipeline of Leaders? Train Managers to Become Better Coaches

Leadership coaching in the COVID era will demand a makeover as leadership has now become more virtual than ever before. 

Since leaders have to be the positive agents of change, it is imperative to build authentic leadership models that will inspire employees to follow the leader and remain engaged in the workplace. 

Coaching strategies for remote teams need to be driven by data. 

Gone are the times when employees could be brought into a room and made to go through any training program. Relevance, context, and personalization are now extremely important – especially when organizations need employees to be self-motivated and highly engaged. 

Coaching strategies for a newly-remote workforce have to therefore focus on:

  • Becoming more contextual and relevant to the employee. Using data-backed Behavioral Analysis or 16 Personality Factor Assessments help in identifying gaps and areas of improvement and help in making coaching contextual for the employee
  • Establishing the right coach and employee pairing to drive better connections and better outcomes. Organizations can easily achieve this by using an AI-powered platform that can connect the right coach with the right employee to help them address their skill gaps.
  • Building emotional intelligence of employees and their managers to help them collaborate better by being more empathetic and understanding towards each other’s challenges.
  • Empowering employees to discover their strengths and weaknesses and nurture their talents to grow leadership skills, improve productivity, reduce job-related stress, and improve interpersonal relationships in a remote environment. 
  • Providing powerful, personalized, easy to use, and private coaching interactions. Provide AI-driven contextual nurture touch points to make coaching more effective and impactful.

This is a time when organizations have to utilize their emotional intelligence to understand the plight of their employees. 

The United Nations has issued warnings and has emphasized the concerns of mounting stress owing to this pandemic. Never before have employees experienced such ambiguous times where fear of jobs and career trajectories are at loggerheads with a crumbling economy and personal health worries. Organizations that give employees the support they need to steer the rudder will be rewarded with loyalty, commitment, and the benefits that come from having highly engaged employees. 

Connect with us to identify ways to leverage the AI-driven coaching platform to coach your newly remote workforce and their managers for success. 

By Shalini Ramakrishnan, Director of Product Marketing

Recently Gallup conducted a survey on employee engagement amidst the peak of the COVID-19 pandemic. They found that 49% of workers were not engaged with work. They put long hours into their work but were not passionate about it. 

As remote working continues and employees increasingly face burnout, there is a risk of disengagement.

One way to solve it is through coaching. Companies are looking for ways to offer meaningful mentorship and coaching to employees to equip them with the right skills so they can use it to upskill themselves and feel engaged with the work they do.

However, coaching should not be done like a drill. It has to be truly valuable and effective for the employees. 

Coaches can make it effective by avoiding a few common mistakes while coaching mentees.

Common Mistakes That Coaches Must Avoid During Coaching

  • Not understanding the strength and weakness of mentees

No two mentees are the same. Every mentee, even in the same position, may have a different set of strengths and weaknesses. For example, a mentee with good technical skills may not be effective in communication. Some thrive in challenging situations, whereas some others might crumble. Coaches often fail to identify the strengths and weaknesses of their mentees. This results in ineffective coaching that may not add value to the mentee’s growth. A good coach evaluates team members on their soft and hard skills and finds out their strengths and weaknesses before finalizing the coaching approach. 

  • Not personalizing the coaching

Imagine teaching an advanced course to a person starting from a beginner’s level. The person will not understand anything, which would make teaching ineffective. That’s what happens when coaching is not personalized and aligned with the skills and specific needs of the mentees. Mentees might find it uninteresting and tune out mid-way due to lack of engagement. Coaches often use textbook coaching methods to coach their mentees, which may or may not add any value and could lead to a loss of precious time and effort. If coaches want to improve the outcome of coaching, they need to understand the learning gaps, set SMART goals for their mentees, and develop a personalized coaching journey with the help of HR, Subject Matter Experts, and the mentee. Personalized coaching could help increase employee engagement and employee productivity at work. 

  • Lack of transparency and communication

Lack of trust and transparency could derail the entire coaching process. Coaches often get so involved in the routine tasks that they do not communicate with their mentees as much as they should. This results in a lack of transparency between the coach and the mentee and eventually leads to the mentee losing interest in the coaching process. Coaches have to make efforts to build transparency and have a regular conversation with the mentee to develop trust and improve engagement throughout the process. There should be an open-door communication between both parties to exchange ideas freely and discover new areas of improvement that can lead to successful coaching. There must be a way to provide holistic feedback to mentees to ensure continuous improvement. 

  • Not measuring the outcome of coaching

One of the common mistakes that coaches often make is not measuring the outcome of coaching. They set goals at the onset of the coaching process but fail to measure if the coaching has been effective. Lack of tracking renders coaching ineffective. Coaches must evaluate the mentee on their skillsets and identify the next steps to make coaching successful. The performance can be rated in different ways – through self-assessment, peer rating, and frequent feedback provided by the coach throughout the duration of coaching. The outcomes must be measured regularly to make coaching effective.

  • Lack of engagement

Lack of engagement is an issue that most coaches and employees face during the coaching process. Coaches and mentees do not fix a coaching schedule and tend to make it a mechanical process. Lack of engagement does not add any value to both parties, especially if it results in minimal transformation within the mentee during the process. If companies want to see real transformation in their employees, they have to encourage continuous engagement between the coach and mentee. From addressing concerns to guiding mentees to think critically and innovate, coaches need to have 1:1 engagement with them to improve their performance. 

  • Limited accessibility to content

Coaches tend to rely on the in-house resources to coach their mentees. Sometimes the in-house eLearning content may not alone suffice to develop the skills of the mentee. Real case scenarios could inspire mentees to build their capabilities and transform themselves and the company in return. That’s why coaches need to look beyond limited in-house content and tap into third-party eLearning programs and integrations to evolve their mentees.

Also Read: Power Up Your eLearning Initiatives with Coaching

Conclusion 

Coaching is no longer a nice-to-have feature in a company. It has to become a part of the company’s innate culture. Companies need to invest time and money in good coaches, robust tools, and coaching strategy. 

At Numly, we provide enterprises with solutions that can help make coaching a seamless part of the company. Remember, a company that invests in its coaching programs is the one that can quickly pivot during stressful situations and grow with an innovative mindset. 

By Madhukar Govindaraju, Founder & CEO

Millennials and Gen Z are now the dominant generations in the workforce. 

With the Baby Boomer generation on their way out, Millennials and Gen Z represent more than half of the workforce. 

By 2025, Millennials will make up 75% of the workforce. Gen Z is expected to constitute about a quarter of the global workforce by this year. 

Any new generation entering the workforce often prompts comparisons to the generations that came before. Predictions, often accurate and sometimes not, are made on how the generation would disrupt the workforce. 

Millennials, for example, have a different set of motivations to remain engaged at work. They and Gen Z have also been the generations most conversant with technology. Quite naturally, their being in the workforce prompted new forms of communication and a more pronounced shift towards technology.

While these two generations have operated on an ‘always-connected’ mode, they have redefined employee-employer relationships and are now moving into management positions. 

Contrary to the ‘lazy’ and entitled labels that have been assigned prematurely and unfairly to this demographic, research shows that millennials are a hardworking lot, with 73% of them working more than 40-hour work weeks. 26% globally work more than two jobs.   

Gen Z and Millennials have their foot on the gas when it comes to preparing for their career ultramarathon. We say ‘ultramarathon’ because the climate of constant change and disruption have become an indelible part of the business environment. And Millennials and Gen Z, much like long-distance runners, have their eyes on the horizon and are planning for ‘what’s next’. 

These generations are not motivated just by paychecks anymore. While the money is important, these two generations look for a shared purpose and an opportunity to grow and thrive. It becomes essential for organizations to first identify what inspires and motivates this talent to draw up strategies that ensure retention.

Read: Engaged Employees Are Driven by Shared Values and Vision

Coaching emerges as an influential tool to drive, motivate, and retain this workforce. It also ensures that the organization’s leadership pipeline has skilled, qualified, and well-adjusted individuals capable of leading the organization to success. However, run-of-the-mill coaching programs are unlikely to make the cut for this generation. 

Here are some coaching strategies to drive Millennials and Gen Z at work –

Develop strong interpersonal and highly cognitive social skills

Millennials and Gen Z have been the ‘always-connected’ generation with technology being omnipresent in their lives. While they bring an unprecedented level of technical skills to the table, it is hard to ignore their apprehensions on their ability to communicate with peers and form strong interpersonal relationships. 

Most of Gen Z, for example, acknowledge the importance of in-person communication while accepting their challenges with the same. Highly cognitive social skills such as critical thinking, strategic thinking, and problem-solving also need development.

In a business environment where almost 92% of HR leaders place great importance on emotional and social skills, it is only prudent to design coaching strategies that bridge this gap.

Develop Tacit Knowledge

Tacit knowledge is the knowledge specific to job roles, processes, customers, and other organizations’ subtleties such as culture. Passing down tacit knowledge is essential to enable leadership development and drive long-term success. Hence, coaching strategies for millennials and Gen Z need to focus on this heavily.

Contrary to the argument that a day-long training session might suffice here, building tacit knowledge is an instructive process that needs to focus on the technical aspect as well as on building and honing the power skills of the generation. It needs to ensure that along with the technical knowledge, they become more self-reliant, skilled, and thoughtful employees who are aligned with the organization’s goals. Such employees can improvise when things are tough and are quick to identify improvement opportunities.

As Millennials move into managerial roles, it becomes essential to develop this vocabulary to help them pass on tacit knowledge with skill and positively impact the organization.

Read: How Employees with Power Skills Give Companies A Competitive Advantage

Keep it contextual

The generational machinations of Millennials and Gen Z lend them to be more questioning in nature. They also are driven by context and relevance. They are highly invested in learning opportunities and want ‘careers’ as opposed to ‘jobs’. 

Hence, organizations have to provide them with these learning opportunities as well as provide them with concrete and directed avenues of leadership development.

Coaching plays a vital role here. However, organizations need to build focused and outcome-driven coaching conversations by making them relevant and contextual to their needs. Tests such as Behavioral Assessment tests or 16 Personality Factor tests based on self-evaluation provide context and relevance this generation demands. It also helps them become invested in learning opportunities since these are based on quantified data. 

Leveraging AI-enabled coaching platforms also aid the coaching process by ensuring the right coach- coached (Jedi) pairing. These platforms provide personalized, contextual AI bot nurture touch points to address each individual’s skill gap and unique learning process.

Actionable insights from analytics on skill development, performance, employee engagement, and more can be further used to improve the quality of the coaching conversations and keep these generations invested in their growth story.

Reskilling and upskilling are incomplete without coaching 

According to the Future of Jobs report, more than ‘a third of the desired core skill sets of most occupations will comprise of skills that are not yet considered crucial for the job today. This, and many such other reports, show the changing skill requirements. And yes, Millennials and Gen Z also fall in this category. 

As a response to this challenge, organizations have accelerated this reskilling and upskilling initiatives. However, these initiatives for the Millennial and Gen Z demographic need to account for the technical upskilling as well as the power/soft skill upskilling. Coaching is the only way to ensure that technical upgrades are complemented with behavioral skill upgrades to make sure that the workforce is prepared to fill their new roles and also become capable leaders of tomorrow. 

Read: Your Reskilling Initiatives Cannot be Successful without Strong Mentoring Programs

Keeping Millennials and Gen Z engaged is hard work for organizations, especially with the rise of the gig economy and the subsequent rise of the digital nomads. The gig economy is characterized by freelance work and short-term contracts as opposed to permanent job roles. ‘Collaborative economy’, ‘sharing economy’, or ‘crowdsourcing’ are some of the synonyms that are fast finding their way into the vocabulary of these two demographics. 

However, while the gig economy is lucrative, it is also ambiguous. Since this economy is growing stronger, organizations have to develop strategies to keep the Millennials and Gen Z workforce away from this lure. 

Recent research from Deloitte shows that job loyalty from this demographic has risen as businesses address employee needs from ‘from diversity and inclusion to sustainability and reskilling.’ 

To keep this workforce engaged and invested, organizations have to appeal to their values, build a sense of shared purpose, show investment in their career growth and have concrete mechanisms in place to help them achieve professional success. These are the primary ways to retain and keep this workforce engaged, and organizations can attain this by having robust coaching strategies in place. 

Connect with our experts to evaluate how you can leverage AI-driven, highly contextual coaching programs to keep the Millennial and Gen Z workforce engaged and invested at work. 

By Shalini Ramakrishnan, Director of Product Marketing

In an upside-down world characterized by seclusion, social distancing, and sanitizers, organizations are battling many challenges. 

Whether it is accepting that the new normal is now just normal or coming up with creative strategies to foster growth and keep employees motivated is topping the priority list of most organizations. As fear and uncertainty become a pervasive feeling, organizations need to recalibrate their leadership coaching strategies to help their leaders navigate these tumultuous times and help their teams do the same. 

Read: Want to Create A Pipeline of Leaders? Train Managers to Become Better Coaches

Organizations might have become more virtual than ever before, but they need real and authentic leadership, and for that, here are a few things to consider:

Remote work is here to stay

Enabling remote work and virtual teams during the initial days of the pandemic might have seemed like a one-time incident. The mass experiment of working from home has resulted in niche demands for leaders to provide the right guidance and motivation for their teams. There has been a profound impact on the nature of work. We now stand at a turning-point of people management.

The move to this remote and virtual work model quite naturally demands a change in the modus-operandi. It needs a step-change change in behaviors and mindsets of leaders so that they can lead their people, and consequently the organization, to success.

Read: Keeping Your (Newly Remote) Team Engaged with Coaching

This can only be achieved by coaching leaders to become more authentic, intelligent, observant, caring, trusting, accountable, and empathetic in their leadership styles. 

In other words, leadership coaching and leading has to finally get hyper-focused on things that really matter.

Designing new ecosystems for communication and collaboration

Leadership styles need a makeover, especially as virtual collaborations have almost replaced face-to-face work environments. Leadership coaching in the post-COVID era has to become more focused on building communication and collaboration capabilities.

As leadership becomes more virtual than ever before, organizations have to coach their leaders to communicate values, strategic intent, meaning, and vision of projects with their team members. It becomes essential to build identity using storytelling, display emotional responses the right way to motivate and convey commitment and passion, and develop a sense of unity.

Read: A Manager’s Guide to Coaching Their Teams

Since chance meetings in hallways are now replaced with digital media, communication has to happen with greater intent and more discipline, even when there is no urgent problem to solve. Leadership coaching has to now focus on helping leaders understand and internalize that even if there are no problems to solve, it doesn’t mean that there is nothing to discuss.

The spotlight is on emotional intelligence

In the post-COVID world, leadership coaching needs to focus on developing leaders who can foster trust and respect by demonstrating reliability, integrity, and confidentiality. Along with this, they have to work towards developing their emotional intelligence to create strong, motivated, and committed teams.

Read: The 3 Most In-Demand Power Skills for Managers Today

In an atmosphere characterized by fear and uncertainty, leaders have to be the positive agents of change and know the right strategies to keep the workforce motivated and engaged. 

Leaders have to develop their intuitiveness and communicate more clearly, honestly, truthfully, and empathetically. This is even more important for leading those who are first-timers in the world of virtual work. By developing emotional intelligence, leaders can help alleviate feelings of isolation and help employees navigate their work and their career paths with enthusiasm.

Thus, leadership coaching has to focus on building leaders who are more self-aware, can self-manage, and have a high degree of empathy to navigate and guide relationships at work with greater clarity. Doing this will help organizations foster leaders who can inspire others, manage conflicts, and encourage teamwork and other important competencies and move people in the direction they desire.

The art of letting go

In this new era of work, leadership coaching has to focus on helping leaders develop their skill of letting go. By no means does this mean looking the other way and absolving oneself of responsibilities. It means relinquishing control and micromanaging to gain greater and more positive influence.

The focus then moves towards building authentic leadership that inspires teams to become more accountable towards their work and take greater ownership of their actions. This can only happen when leaders show greater trust in their people, enable the growth mindset, and learn to personalize and individualize interactions. By doing this, leaders allow a sense of autonomy to prevail, which, in turn, builds accountability in teams.  

Things that matter

The remote work and virtualization experience will need a paradigm shift in leadership styles. Therefore, it will need new leadership skills and models. As this new work environment evolves, leaders have to be coached to play crucial mobilizing and facilitating roles and will be judged more on their capacities to mobilize their environments to expedite new competencies.

Elements like increasing their digital literacy to navigate the digital workplace, improving their agility to drive project momentum, accelerating strategic and creative thinking capabilities, or becoming more intentional and authentic in engaging with employees will have defining effects on organizational outcomes. Additionally, leadership coaching in the post-COVD world has to lean heavily towards building the emotional intelligence of the leaders to help them build team resilience and drive organizational evolution.

While the pandemic has introduced a difficult time, it also presents an opportunity. It is time to build authentic leadership models that drive a sense of belonging and shared values across the organizational value chain. 

Our AI-powered coaching platform helps organizations move along this journey and helps them develop their leaders to shine in this new and confusing world of work. 

Connect with us to assess how you can create a robust leadership pipeline that is ready to take this new world head-on.

By Divyanshu Kulkarni, Product Leader Intern

Keeping customers engaged when they visit a website, platform or tool is one of the biggest challenges for companies. With the trends shifting towards “AI” and the “Internet of Things (IoT)”, the humanization of the digitalized world is becoming more accepted. Chatbots are now commonly used in order to facilitate and smoothen the interactions between machines and humans.

Today, with the growth of sophisticated AI/ML technologies, chatbots are becoming more and more capable of human interactions. Their ever-growing popularity is proof that they make life easier for everybody.

NumlyTM offers an AI-enabled, employee coaching and engagement skill development solution for enterprises. Its AI-enhanced platform, NumlyEngageTM, enables coaching as an extension of eLearning, making it possible for organizations to tap into employees’ hard and soft skills and enable them to coach each other in a structured manner, while leveraging third-party learning content, external expert coaches and built-in coaching programs tailored for all corporate functional groups such as Sales, Customer Success, and R&D/Engineering.

NumlyEngage’s in-built algorithm helps define internal Jedi-coach pairings, wherein the Coach helps the Jedi to master the necessary skills, under various pre-packaged coaching programs.

Numly Inc. has developed its own chatbot a.k.a. BobotTM which is armed with a powerful AL/ML backend to guide the users on how to navigate through the NumlyEngage platform. The self-learning chatbot will guide users when they sign up for coaching programs by pushing them to undertake coaching interactions, view learning videos and undertake surveys.

BobotTM has been specifically designed to facilitate ease of use of the platform and using its resources efficiently, ensuring a hassle-free experience all the way for users.

It has some very interesting features –

Product Navigation:

  • BobotTM will help the user navigate through the platfrom, customized to his/her access as a Jedi, Coach, Manager, or a Program Admin.
  • The chatbot will suggest the steps that the user should undertake once they initially login and with the help of pattern recognition, it will learn what each user needs as they progress and accordingly suggest the next steps in their journey fo engagement and skill development.

Catering to User Requests:

  • If they user asks, “How do I get promoted?”, Bobot will pull the current designation of the user and the designation that he desires into account to suggest the next steps.
  • The chatbot will pull the “16 Personality Factor” report of the user to determine his/her strengths and weaknesses. It will cross reference it with the skills needed to reach his/her desired designation and voila, the relevant skills to be worked upon to get promoted are sent to the user. The user can then use the platform’s database of questions, mapped to the defined skills, to start interacting with their chosen coaches.

Guidance:

  • As the user undertakes a coaching program, Bobot will guide him/her through each step of the process in an orderly manner.
  • Whatever task the user chooses, it will guide him/her in real-time, ensuring the best and the most efficient utilization of the user’s time

Notifications:

  • Bobot will facilitate interactions on the platform by sending notifications to the user to push for the follow up steps. For example, if the Jedi has completed his/her task on a skill but has not received a feedback from his/her Coach, the Bobot will guide the Jedi with the following notification – “”Hey! Seems like your coach has been busy. Why don’t you send a follow up request?”
  • Let us say the Coach has been busy and missed out on sending the feedback to his/her Jedi, the Bobot will wait for a specific period and then automatically remind the Coach with the following message – “Hey there! Seems like you missed a feedback request from Mr. A, your Jedi. Please send your valuable feedback to him so that he can proceed in his learnings.”

The Bobot has been developed with the objective to guide the users on their coaching journey on the NumlyEngage platfrom and to facilitate an efficient user experience tailored for each user with the aid of powerful AI/ML technologies. Its self-learning model will keep learning and improving, thus creating a hassle-free experience.

There are several more attractive upcoming features for Bobot. Keep an eye out for our updates!

Upcoming Webinars - Engaging and Up-Skilling Your Employees From a Distance

3rd and 17th December, 2020