[One Sip of a Book] There Are Principles for Achieving Results at Work

Some sentences encapsulate the entire content of the book itself, while others instantly resonate with the reader’s heart, creating a connection with the book. We excerpt and introduce such meaningful sentences from the book. - Editor’s note

This is the “25th Anniversary Performance Coaching Book” by Ryu Rangdo, CEO of Seonggwa Coaching Co., Ltd., who researches and coaches on “concrete methodologies for anyone to work and achieve results.” It summarizes and organizes in concise yet core sentences what mindset one should have as a worker when approaching “work,” what the “methods to work well” are, and what the “concrete solutions to achieve results” truly are. Furthermore, it delivers the meaning (WHAT), reasons (WHY), and methods (HOW) in each field with no superfluous wording. It also clearly presents solutions aligned with the logic of the “principles of work that produce results” for issues such as delegation of authority and performance coaching between supervisors and subordinates, and collaboration problems among colleagues, teams, or supervisors encountered in actual corporate settings.

Practitioners who receive delegated roles and responsibilities

develop a sense of ownership toward their work and become passionate and devotedly engaged.

A sense of ownership toward work

is the most essential foundation for autonomous responsibility management.

Leaders and practitioners mutually agree on the standards for delegated roles and responsibilities

through a coaching process based on established principles and goals,

and it is necessary to clarify the rules.

It is also necessary to create a system and environment where field members can autonomously perform and demonstrate creativity,

maximizing productivity.

Trusting members, setting standards for roles and responsibilities, and delegating them

means motivating and energizing each individual member,

and also means enabling them to execute work based on self-efficacy.

By promoting voluntary motivation and actively involving them in innovative actions,

it creates conditions where each can faithfully fulfill their roles and responsibilities.

- p216. PART III. Relationships, Chapter 8. Delegation of Authority, 8-2. WHY: Why should delegation of authority be implemented?

| To become a practitioner who receives performance coaching well |

Practitioners, even without leaders explicitly saying so,

should regularly prepare monthly and weekly performance goals and achievement strategies,

and

specifically document their current status regarding their abilities and competencies.

Also, before the leader calls, before they become curious, and before the work is completed,

they should proactively organize progress and initiate conversations.

Good communication about work

allows one to improve performance and capabilities through the leader’s coaching and to grow.

For good communication between leaders and practitioners,

it is fundamental to properly understand and execute the performance creation process,

and it is also good to follow the following communication standards when communicating.

① Speak the conclusion first rather than starting with an explanation of the situation.

② Always state the goal along with the task.

③ Use numbers rather than words.

④ Distinguish between objective facts and subjective opinions.

⑤ Use nouns instead of adjectives or pronouns.

- p256. PART III. Relationships, Chapter 9. Performance Coaching, 9-3. HOW: How should performance coaching be conducted?

The Principles of Work | Written by Ryu Rangdo | Troy Horse | 288 pages | 19,800 KRW