Mission:  Increase Work Satisfaction and Engagement			Services Individual Coaching Group Coaching Team Coaching Speaking about Optimism Gratitude Energy Flow Resilience Job satisfaction,  And more
Coaching for Workgroups    When I work with teams and other workgroups, I usually follow these steps: Conduct discussions to help people see why job satisfaction is both important and achievable. Hold interviews and roundtables to explore the strengths of individuals and the group as a whole. Help people explore their Myers-Briggs types and job-related character strengths.  I am qualified to administer and interpret the MBTI instrument Collaborate with the team to select positive interventions that meet their needs Conduct workshops to brainstorm how to implement selected positive interventions in that particular environment Conduct follow-on coaching to keep momentum going.
Kathryn has also worked with our organization to identify how we can build a stronger positive organization, which has helped us deliver improved results, while increasing the level of team member satisfaction. S. T.  [Kathryn] had the ability to pull people from different skill areas together onto one team and then get them feeling good about working together toward the accomplishment of individual tasks that led to a common goal.  B. W. Kathryn has been a breath of fresh air around our organization. Her energy and positive outlook is awesome.  A. C.  Kathryn is a very inspiring person who helped our group wake up to its own potential. She has an ability to read people and make recommendations that help individuals at a very practical level.  A. A. Kathryn is an outstanding coach, mentor, and team leader. She has extensive experience building high-performing technical teams. She has mentored me professionally and personally, and has had a profound impact on my life.  B. C.
Job satisfaction MATTERS.		Positive Interventions that WORK
Oddly enough, many people either don't believe they deserve to feel satisfied on the job or don't believe it is possible.  So the first step in coaching workgroups is often to convince people that job satisfaction is both important and possible.     Job satisfaction is important to individuals because ...   People tend to spend more time at work than any other single activity, so job satisfaction is a key ingredient of life quality. Misery at work spills over into other aspects of life. Lack of satisfaction at work can lead to ill health and stress in personal relationships. Job satisfaction is also important to organizations because ... The same person can be a top performer when deeply engaged in work and a mediocre performer when dissatisfied. The way people think and feel about work affects the value received from their labors. Many research studies show that job satisfaction makes a positive difference to the bottom line.		Once people agree that job satisfaction is desirable and possible, there are positive interventions that lead to substantial improvements.  All are based on positive organizational scholarship.    Establishing the conditions that enable people to become deeply engaged in work Intentionally increasing positive emotions on the job, which makes people more open-minded and creative Figuring out resilient ways to deal with bad news and negative events Celebrating accomplishments effectively Establishing conditions that lead to high quality connections between colleagues Articulating one or more shared and valued purposes that give meaning to the work Exploring strengths of individuals and organizations    Sign up for a yet-unpublished paper about putting some of these interventions to work in a corporate setting.
Sources:
Dutton, J. (2003).  Energize your workplace:  How to create and sustain high-quality connections at work.  San Francisco:  Jossey-Bass. This book contains clear strategies for increasing behaviors that lead to respectful engagement, task enabling, and trusting, and it provides empirical support for the importance of these behaviors to the overall performance of organizations.  The book also acknowledges the destructive potential of corrosive behaviors and describes ways to minimize and bound the impact they have on the organization.		Cameron, K., Dutton, J., & Quinn, R. (2003).  Positive organizational scholarship:  Foundations of a new discipline.  San Francisco:  Berrett-Kohler. I use the concepts explored in this book daily in my work with organizations. It contains 23 chapters, each written by experts:   Emmons on gratitude, Park and Peterson on virtues and strengths, Clifton on investing in strengths, Fredrickson on positive emotion and upward spirals, Cooperrider and Sekerka on positive organizational change, Wrzesniewski on positive meaning at work, and so on.
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