The Super Secret Weapon of High-Growth Companies

Issue link:

Contents of this Issue


Page 2 of 2

3 About Jacques Bazinet Jacques Bazinet is the Vice President of Corporate and Product Development for InsideOut Development. In this role, he applies his decades of experience in the training and professional services industry to initiating expansion into international markets, leveraging corporate thought leadership, and leading the product development function from ideation to delivery. During his time at InsideOut, he has also made significant contributions to strategy, brand promise, and infrastructure. Prior to InsideOut, Jacques held multiple executive positions, most notably as a Director in the office of Stephen R. Covey where he conceived, funded, and launched the Stephen R. Covey Online Community. In this position, he had the opportunity to travel and work closely with Dr. Stephen R. Covey. Jacques was born in Winnipeg, Manitoba and raised in Toronto and Montreal. He and wife Marilyn are the proud parents of three daughters: Jacqueline, Zoe, and Caroline. v1 Would Your Employees Hire You As Their Leader? Just like many leaders carry the misperception that coaching is complicated or formal, they also assume it's difficult to begin coaching. Many wonder how to invest in their employees' development and win hearts and minds. A good place to start is to ask this simple question, first coined by coaching pioneer, Alan Fine, "If my employees had the choice, would they hire me as their leader?" In fact, you may want to ask your employees this question directly. It's a great way to gain actionable information that will help you grow in your role as a leader. Of course, this is just a starting point, but it's a step toward becoming more directly involved in the development of your people, which in turn will have a positive impact on engagement. There are many definitions of employee engagement. Ultimately, they all boil down to employees who care enough about the company and their jobs to apply discretionary effort to their work. As we've seen, one of the best ways for an organization to engender employee engagement is for its leaders and managers to apply their own discretionary effort toward each employee's growth and development through regular coaching and feedback. In time, you'll find that every interaction is a coaching opportunity and the more you spend time coaching and developing your people, the greater the impact on their engagement and the bottom line. As the data show, the results can be spectacular.

Articles in this issue

view archives of Articles - The Super Secret Weapon of High-Growth Companies