Resources

Mission to modernize performance management
blog
The Difference Between Feedback and Reinforcement

We talk a lot about positive and negative feedback, and also about positive and negative reinforcement. Reinforcement and feedback are both useful tools in a manager’s skill set. But are they the same thing?

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ebook
Positive or Negative? The + and - of Employee Motivation

We all want to motivate employees to reach their potential. But how do we know what works best—positive motivation or negative? Feedback or reinforcement?

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ebook
Adult Learning 101 Basics Every Coach & Manager Should Know About How Your Employees Learn

We forget 40% of what we learn in the first 20 minutes, and within a month, most of us can recall only about 21% of what we are taught.

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Infographic
11 Surprising Ways Adult Learners Are Different

In this informative infographic, you will learn some surprising ways adult learners are different than children, or even young adults. 

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blog
The Evolution of Learning: 5 Things Coaches Need to Know

A hundred years ago the word “education” may have conjured up images of chalk and slate in school-houses, or strict nuns rapping students on their knuckles.  It was a different world.

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blog
How Good Employee Coaches Use Tech as a Utility Player

On a baseball team, a utility player adds value by playing well in a multitude of different positions. Team managers routinely call utility players into a whole variety of situations, because they can count on them to always help.

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Infographic
7 Ways Tech is Changing How We Manage Our Modern Workforce

Good talent management technology doesn’t dehumanize us, it amplifies who we are and enables us to connect with one-another like never before.  Today’s workers now actively expect engaging, productive digital tools to help them to do their jobs better.

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blog
Reconstructing Performance Management for Both the Employee and the Company

Co-authored by Zachary Chertok, Research Analyst, Aberdeen Group &
Ted Power, Chief Customer Officer, iCoachFirst 

In 2017, Aberdeen found that 64% of Best-in-Class companies (the top 20% of performers as defined by Aberdeen’s Best-in-Class research methodology) distrusted traditional performance reviews. 

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