Abstract
Counselling can be seen as “soft” by many managers and personnel professionals, but is actually one of the best ways of improving performance at work. Shows how counselling significantly improved a sales woman’s performance by identifying the underlying problem. Looks at how some of the skills of a professional counsellor can be applied by managers and key professionals in their day‐to‐day business. Uses a useful counselling skills model and identifies potential pitfalls.
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