One Goal Training – HomeWith over 18 years of combined coaching and personal training experience, John is extremely passionate when it comes to helping others reach their health and fitness goals.
As a National Academy of Sports Medicine (NASM) Certified Personal Trainer, John understands that every client has unique fitness goals that require individualized training. Regardless of what goals you are hoping to achieve, John will sit down with you for a free consultation to ensure that he understands your medical and fitness history as well as future health milestones you hope to achieve. During your consultation you will be put through a movement assessment to analyze if you have any imbalances in your body that could potentially lead to future injuries if not corrected.
Once becoming a client of John’s come ready to work and rest assured your health and fitness needs are in the hands of someone who cares and is passionate about making healthy living a lifestyle for you. John is a believer that everyone is an athlete, regardless if they have ever participated in a sport or not. Creative programming, high energy and nutrition advice allows clients to reach their desired health milestones and boost confidence. John’s ultimate goal is to give clients, regardless of their age or abilities, the opportunity to feel like an athlete and achieve their one goal.
John challenges his clients as well as himself to live a healthy lifestyle and is always excited to share his health and fitness adventures. Practicing what he preaches, he constantly challenges himself when it comes to his daily workouts. When John isn’t training clients, he enjoys competing in professional beach volleyball tournaments and standup paddle board races.
John also holds the following degrees and certifications:
Illinois State University – Bachelor of Science
NASM – Associate Personal Trainer Experience
Kettlebell Concepts – Level 1 Kettlebell Lifting
American Heart Association – CPR & AED (Adult, Child & Infant)
American Sports Education Program – Sports First Aid, Coaching Principles, IHSA Bylaws Volleyball Pros – Certified Volleyball Professional
USA Beach Volleyball – Cap 1 Coach USA Volleyball – Cap 1 Coach & IMPACT
Pre- and Post- Natal Wedding Prep
Sports Specific Training Youth Athletes Kettlebell Training Olympic Lifting
Summary and reviews of One Goal by Amy Bass
“Starred Review. An edifying and adrenaline-charged tale of how immigrant soccer players were able to translate ‘tight-knit family and community connection to success on the field.'” – Kirkus
“Bass’s effective portrayal of Lewiston as a microcosm of America’s changing culture should be required reading for coaches, teachers, and those working with diverse populations.” – Publishers Weekly
“A heartening example of sport’s ability to bring people together…Engrossing and informative.” – Booklist
“A touching account that is highly recommended for all readers.” – Library Journal
“Amy Bass tells a story that encompasses many of the things people love about sports, but also epitomizes many of the reasons sports matter.” – Bob Costas
“This is not just a great story, deftly reported and unflinchingly told. It’s not just a story of one obscure high school season. It’s the American story, just when you feared that it might be fading fast, renewed.” – S. L. Price, Sports Illustrated Senior Writer and author of Playing Through The Whistle: Steel, Football and an American Town
“At a time when America seems consumed by divisiveness and hate, along comes One Goal, a beautiful and important reminder that humanity’s strength is its togetherness…A true gem of a book.” – Jeff Pearlman, New York Times bestselling author of
“One Goal has made me feel optimistic about the country I live in. The vibrant, colorful and courageous characters will make you smile…it illustrates how powerful and transcendent teamwork and community can be.” – Mary Carillo, analyst, NBC Sports
“Wondrous….It’s a relevant tale in today’s political climate, where fear and bigotry can be conquered by inclusion, understanding, and the beautiful game.” – Shireen Ahmed, co-host of the Burn It All Down podcast
“Bass captures the essence of this unlikely band of brothers perfectly.
This information about One Goal shown above was first featured in “The BookBrowse Review” – BookBrowse’s membership magazine, and in our weekly “Publishing This Week” newsletter. In most cases, the reviews are necessarily limited to those that were available to us ahead of publication. If you are the publisher or author and feel that the reviews shown do not properly reflect the range of media opinion now available, please send us a message with the mainstream media reviews that you would like to see added.
Any “Author Information” displayed below reflects the author’s biography at the time this particular book was published.
Love Your Life! The One Goal, 4-Week Private Coaching ProgramWeek 1 – Get Clarity and Take Action
In the first week, you will get clarity on what you REALLY want, set some attainable goals, and take the first steps to brighten up your life in recovery! Through powerful coaching exercises, you will create a clear roadmap to set you on your path to success!
In Week 2, you will take stock of your current situation – FAST – and then identify quick goals to change what’s not working in your life! What are you tolerating, what’s frustrating you, what do you think you SHOULD be doing, and what do you REALLY want? You will get insights into what’s getting in the way and learn to take action to move forward! This week will include learning Daily Success Habits – By making small changes to your daily routine (success habits) you can make BIG changes in your life!
In Week 3, you will do a detox to get rid of the obstacles and energy sucks that are getting in the way of your well-being. I promise it won’t be as painful as detoxing from drugs, alcohol, or other addictive behaviors.Week 4 – Design: Embrace your awesome, purpose-driven sober life with fresh energy and a positive outlook!
In Week 4, you will look at what you are hanging onto that is getting in the way of your goals. By letting go and cutting away the dead wood, you ’ll make space for new growth. You will review your successes and learn other ways to keep you moving forward.
I’ve seen tremendous growth in people who have committed to this program.
“At any given moment you have the power to say,
this is not how my story is going to end!”
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The GROW Model of Coaching and Mentoring
A Simple Process for Developing Your People
As a leader, one of your most important roles is to coach your people to do their best. By doing this, you’ll help them make better decisions, solve problems that are holding them back, learn new skills, and otherwise progress their careers.
Some people are fortunate enough to get formal training in coaching. However, many people have to develop this important skill themselves. This may sound daunting but, if you arm yourself with some proven techniques, practice, and trust your instincts, you can become a great coach.
The GROW Model is a simple yet powerful framework for structuring your coaching or mentoring sessions. We’ll look at how to apply it in this article, video and infographic, below.
Click here to see our animated video on the GROW Model
About the Model
GROW stands for:
- Current Reality.
- Options (or Obstacles).
- Will (or Way Forward).
The model was originally developed in the 1980s by business coaches Graham Alexander, Alan Fine, and Sir John Whitmore.
A good way of thinking about the GROW Model is to think about how you’d plan a journey. First, you decide where you are going (the goal), and establish where you currently are (your current reality). You then explore various routes (the options) to your destination. In the final step, establishing the will, you ensure that you’re committed to making the journey, and are prepared for the obstacles that you could meet on the way.
In its traditional application, the GROW Model assumes that the coach is not an expert in the client’s situation. This means that the coach must act as a facilitator, helping the client select the best options, and not offering advice or direction.
When leaders coach their team members, or act as mentors to them, this may or may not apply. On one hand, it’s more powerful for people to draw conclusions for themselves, rather than having these conclusions thrust upon them. On the other hand, as a team leader, you’ll often have expert knowledge to offer. Also, it’s your job to guide team members to make decisions that are best for your organization.
How to Use the Tool
1. Establish the Goal
First, you and your team member need to look at the behavior that you want to change, and then structure this change as a goal that they want to achieve.
Make sure that this is a SMART goal: one that is Specific, Measurable, Attainable, Realistic, and Time-bound.
When doing this, it’s useful to ask questions like:
- How will you know that your team member has achieved this goal? How will you know that the problem or issue is solved?
- Does this goal fit with their overall career objectives? And does it fit with the team’s objectives?
2.Examine the Current Reality
Next, ask your team member to describe their current reality.
This is an important step. Too often, people try to solve a problem or reach a goal without fully considering their starting point, and often they’re missing some information that they need in order to reach their goal effectively.
As your team member tells you about their current reality, the solution may start to emerge.
Useful coaching questions in this step include the following:
- What is happening now (what, who, when, and how often)? What is the effect or result of this?
- Have you already taken any steps toward your goal?
- Does this goal conflict with any other goals or objectives?
3. Explore the Options
Once you and your team member have explored the current reality, it’s time to determine what is possible – meaning all of the possible options for reaching their objective.
Help your team member brainstorm as many good options as possible. Then, discuss these and help them decide on the best ones.
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By all means, offer your own suggestions in this step. But let your team member offer suggestions first, and let them do most of the talking. It’s important to guide them in the right direction, without actually making decisions for them.
Typical questions that you can use to explore options are as follows:
- What else could you do?
- What if this or that constraint were removed? Would that change things?
- What are the advantages and disadvantages of each option?
- What factors or considerations will you use to weigh the options?
- What do you need to stop doing in order to achieve this goal?
- What obstacles stand in your way?
4.Establish the Will
By examining the current reality and exploring the options, your team member will now have a good idea of how they can achieve their goal.
That’s great – but in itself, this may not be enough. The final step is to get your team member to commit to specific actions in order to move forward toward their goal. In doing this, you will help them establish their will and boost their motivation.
Useful questions to ask here include:
- So, what will you do now, and when? What else will you do?
- What could stop you moving forward? How will you overcome this?
- How can you keep yourself motivated?
- When do you need to review progress? Daily, weekly, monthly?
Finally, decide on a date when you’ll both review their progress. This will provide some accountability, and allow them to change their approach if the original plan isn’t working.
A great way to practice using the model is to address your own challenges and issues. By practicing on your own and getting yourself “unstuck,” you’ll learn how to ask the most helpful questions. Then, write down some stock questions as prompts for future coaching sessions.
The two most important skills for a coach are the ability to ask good questions and the ability to listen effectively.
Don’t ask closed questions that call for a yes or no answer (such as “Did that cause a problem?”). Instead, ask open ones, like “What effect did that have?” Be prepared with a list of questions for each stage of the GROW process.
Use active listening skills and let your “client” do most of the talking. Remember that silence provides valuable thinking time: you don’t always have to fill silence with the next question.
You’re helping a team member, Julie, achieve her goals using the GROW Model.
Julie says that she would like a promotion to team leader within the next two years. This is a SMART goal – it’s specific, measurable, attainable (as she already has one year of experience, and there are several team leader positions in her department), relevant (both to Julie’s overall career aspirations and the team’s mission), and time-bound.
You and Julie now look at her current reality. She’s in an entry-level position, but she already has some of the skills needed to be team leader. You brainstorm the additional skills that she’ll need in order to be successful in a team leader role: She needs more experience of managing other people, and experience dealing with overseas customers. She also needs to continue performing well in her role, so that she’ll be considered for a promotion when one is available.
You then both review her options. To get the experience she needs, she could lead a small team on a small project. She could also spend time in the overseas team.
Finally, you establish the will. As her manager, you offer to let her lead a small team on a minor project. If she performs well, she can take on additional projects with more responsibility in the future. Julie must also approach the overseas team to arrange to spend time in that department, and continue performing well in her current role. You agree to review her progress in three months’ time.
You can see our infographic on the GROW Model here:
The GROW Model is a simple four-step process that helps you structure coaching and mentoring sessions with team members.
GROW is an acronym that stands for:
- Current Reality.
- Options (or Obstacles).
- Will (or Way Forward).
You can use the model to help team members improve performance, and to help them plan for and reach their longer-term career objectives.
Wellness Coaching & One-on-One Services
What is Wellness Coaching?
At Student Wellness, our focus is helping students excel academically and socially as they face many opportunities and challenges.
If you have a goal you are working towards or any lifestyle change that you are interested in developing (managing stress, being more active, eating healthier, finding more overall balance in life- just to name a few), coaching can be a catalyst for implementing that change you seek! You are the expert in your own life and know where you want to go, but maybe you are feeling ‘stuck’ or aren’t sure how to get there… that is where a coach can help!
Wellness coaching is a collaborative partnership between a student and coach to help you assess what is currently working for you, what may not be working as well and to clearly identify your life’s vision so you can begin taking purposeful action steps towards it! Coaches are trained in Integrative Health Coaching – a holistic, evidence-based approach centered around creating action plans and providing ongoing support to get you the results you want. We utilize strategies like motivational interviewing and take a holistic approach to health using our eight (8) dimensions of wellness framework.
- Meet 1 on 1 with a professional coach as often as you request (usually weekly or bi-weekly)
- Sessions last 45-60 minutes and are private and virtual
- Coaching partnerships are long-term and can last anywhere from 3 to 6 months (or beyond)
- Conversations are student-centered and judgment-free, prioritizing your current goals and lifestyle
- Areas of focus can include, but aren’t limited to: stress management, self-care practices, sleep hygiene or refining your life vision and values.
- After a session, you will feel empowered, accountable and motivated!
How do I get started?
Wellness coaching is a service offered by Student Wellness at no-cost to students! Fill out the Wellness Coaching Interest Form and you will be connected with a coach of best fit within the next week.
Our Wellness Coaches
***For more information about Wellness Coaching, please check out the FAQs document below!
All coaching sessions are private. No report will be made to other campus departments or officials or your parents or family without your formal written consent. With this said, there are a few exceptions due to staff being Responsible Employees. If one talks about hurting themselves and/or someone else, by law we must share that with Counseling and Psychological Services. Additionally, because we care about your safety, if you share specific details regarding an incident of harassment, discrimination, assault, stalking, sexual violence, and/or interpersonal violence, that happened by or to Carolina students, as employees of Student Wellness, we are required to share that information with UNC’s Student Complaint Coordinator.
Well-Being at Stanford Coaching | Vaden Health ServicesCoaching over Zoom or phone call
With many of our coaches you can choose whether you want your coaching session to be over Zoom (with or without video) or over the phone. We give you this option because there are different advantages (and drawbacks) to each method. Using Zoom you have the option to see your coach, which may be important for you when building a relationship with them, especially in your first session. On the phone vulnerability and personal sharing may come easier since you aren’t visually being seen by another person, instead just speaking into a sort of void with a warm, caring, present guide on the other side. Benefits and drawbacks likely depend on your particular technology setup, but can also be based on what will make you feel most comfortable. Zoom comes with it’s spotty internet lagging issues, but you can make decisions about video on/off within a session. Phone connections may be more reliable depending on your physical location, but you may really need non-verbal communication, which is difficult without video. Luckily, downloading Zoom on your phone can allow you to flex video on/off, change your physical location (go on walks, find privacy, etc. ). Whatever you choose, you’re never locked in to that mode of coaching. Feel free to tell your coach whenever you’d like to change things up.
Additional coaching resources
Mind Over Money Financial Coaching
Financial coaching strives to help students develop skills and behaviors they can improve upon independently over time.
To book an appointment, visit: https://mindovermoney.stanford.edu/people/coaches
Graduate programs, whether masters, professional, or Ph.D., will challenge you in ways that are very different from undergraduate college. Common challenges include undefined schedules and greater independence, or, alternatively, tight timelines to finish your program while job hunting or addressing other, non-academic needs. Your Academic Coach will engage you in an understanding conversation that elicits your own insights and builds on your strengths. We can help you build your new insights and strategies into habitual ways of thinking and choosing, resulting in a more rewarding and productive graduate experience.
To book an appointment, visit gradcoaching.stanford.edu
Academic life at Stanford can be challenging. The pace, complexity, and volume of material encountered in the quarter system challenges students to learn more effectively and efficiently. Our academic coaches help you navigate these challenges by providing you with the tools to balance the many demands that are placed on you as a Stanford student. We work one-on-one with you to help you improve your academic strategies, suggest changes to your approach, find school/life balance, and provide encouragement as you implement new ways of learning.
To book an appointment, visit academicskills.stanford.edu
Career Coaching at BEAM
We engage with students to help them design their career pathways, venture into new opportunities, and pursue their job search. BEAM guides students to make connections that will serve them on the path to meaningful work.
To book an appointment, visit: https://beam.stanford.edu/career-communities
Pastoral Care at Office for Religious & Spiritual Life
The Office for Religious & Spiritual Life (ORSL) is available to provide pastoral/spiritual care to the Stanford community.
Pastoral/spiritual care is a type of confidential care and counseling provided by spiritual and religious leaders. It involves non-judgmental and compassionate listening that allows people to share their joys, concerns, and hopes in the context of their full humanity, and for many, their spirituality or philosophy, with the goal of fostering a person’s spiritual and existential wellbeing. Pastoral care can offer support for topics including grief and loss, relationships (including romantic and non-romantic, family) vocational questions, meaning and purpose, stress, religious traditions and difference; ethical dilemmas, sexual/gender identity and religious upbringing in conflict.
ORL staff: https://orsl.stanford.edu/people/staff
ORL e-mail: [email protected]
Primary telephone contact: 650-723-1762
From Goals to Tools – International Coaching Federation
An accomplished goal is seen as a true measure of success. Setting a clear and smart goal for the coaching process and for each session is one of the core coaching competences. It’s natural for people to visualize success as an upright, vertical effort in which we identify an opportunity, set a goal, find the most efficient route to achieve it and celebrate the triumph (or summarize the lessons we’ve learned). There is however one big disadvantage in that perspective: it takes the shape of a steep climb. And while the view from the top may be worth it, the anxiety of the expected endurance often stops us (and our clients) from even considering “the journey.” Redefining the vertical effort into a horizontal process is key for a flatter yet more effective approach toward accomplishment.MOMENT AND MOMENTUM
There are two types of goals: those we put in place just for the sake of setting and achieving goals, and those “other” goals that genuinely move a person forward.
Evoking awareness is another core coaching competency that supports a client’s insight and learning about themselves and their goals. The following questions may be of help in mapping out the awareness avenue when distilling the goal:
- What are the core values of your client?
- How will a goal they identify for themselves empower them to feel connected to their values?
- How will the goal impact others around them?
- How will the goal empower them to become the leader and human they want to be?
Clients come to sessions talking about goals, but what they are often expressing are actual desires, or perhaps even problems they would like to get rid of. The coach can then help formulate the actual goals. Therefore, having a strong and clear agreement in a coaching session is often half of the work in achieving a satisfying outcome for both client and coach.
For example, a client’s opening “I want to be more confident” can be an indicator of a sensitive inner world or negative self-talk. How can a coach uncover the layers?DARTBOARD EXERCISE
Let’s use the game of darts as an example.
Invite your client to a metaphorical journey. Dividing a wish or desire figuratively into the sections and point values of a dart board is helpful in painting a clear and simple picture of what is around and inside your goal. With the example of “I want to become more confident,” you can support the client in helping them to see the full image.In the periphery
Around the outside of the board and inside the one and two point sections are where the client’s desire to be more confident reside.On the way
The three to five point sections are the spaces where the client more clearly defines the situations or aspect of their life where the extra confidence would be welcomed.Getting in the zone
Six to eight point sections provide clarity on what this confidence will give them when developed, how will it feel, how will it impact their environment and people around them and how it is aligned with their core values and purpose.Now we talk goals
Nine and 10 point sections correlate with the stages in which the client knows how and when they will reach the desired state. This is the action plan, the execution and the first step forward.Beyond the goal
Beyond the bounds of the 10-point section in the center of the board lives the goal’s sustainability after the coaching process is closed. The client lives their newly transformed life with a new mindset. Getting to this stage in a way is a powerful evidence of the effectiveness of the coaching process.
Questions to reflect on at that time:
- How has the initial striving for confidence become the basis for new desires and achievements for this person?
- What has become possible for the client now that they can take a stand on a different level and make new quality choices?
Once the client can see the horizontal opportunity instead of the steep climb and vertical effort toward a goal, they can set off on the “From Goals to Tools” journey as I call it. In my practice, I invite my clients to do a reverse engineering of a past goal they have accomplished. We converse on how yesterday’s goals have become today’s tools. From here, they envision how a present goal will become a tool or means to achieve the next big thing “tomorrow. ”IN GOAL–CLUSION
I invite you to test the “From Goals to Tools” approach with a client’s goal and observe how this moves their energy and determination to make it happen. It may well serve you too, as a simple way of thinking about accomplishments – more as a bridge to cross, rather than a ladder to climb.
© Svetoslava Stoyanova90,000 What is the purpose of life and how to achieve it? (Jonah Lukachi)
– from the mailing list of Erickson International University of Coaching, December 17, 2017
Needless to say, everyone knows what a goal is. We all have goals, right?
Any goal worth reaching will be something that propels you in life, that will give you energy as you work towards it, and the plan of action that is born will guide you towards your goal from start to finish.Undoubtedly, and finally, you will agree that a life purpose is one specific purpose that will travel with you throughout your life. So, following this logic, achieving the Life goal requires a Life plan? Absolutely!
Marilyn Atkinson, Founder of Erickson Coaching International, says “Everything happens first in imagination and then in reality.” So let’s invite coaching to work here for you. Coaching works best with open-ended questions.My personal belief is that, to a certain extent, self-coaching also works well. Below is an algorithm of questions that you can use both for yourself and for your friends, so that they think about their life purpose, and also start planning.
Start by asking yourself this question: “If everything in the world were possible and you had all the resources you need, what would you dream of doing?” With that in mind, I would actually encourage you to take one small step towards your dream and state it – come up with a phrase that summarizes what your goal will be about.Now say it out loud. Use a piece of paper to take notes of what is now available to you.
Could you say it out loud now? … Or at least whisper it to yourself if you’re on the subway reading this … As Milton Erickson put it, “a goal without a date is just a dream.” Think about a deadline and attach it to your life goal to make it a life plan. Then turn on your audio system and listen to yourself, making your statement even stronger!
I’m curious how close your dream is to you now – after you’ve said it out loud a couple of times? Why not sketch it? Albert Einstein said: “One picture is worth a thousand words.”You already have a pen and paper by your side if you’ve already written what you dream of doing. If not, it’s time to have them close at hand. It is always helpful to anchor your goals in front of your mind’s eye by creating images of what you want to achieve.
It’s time to look at where you’ve gotten to now: your aspiration sounds the way you wanted it to sound, and it may have an image attached to it. There is also a deadline, so it looks like you have a plan. Pretty easy, isn’t it? You’ve hooked up your auditory and visual systems, so the next step is to also engage your kinesthetic system and check how you are feeling with your life purpose?
If we estimated how valuable your choice would be for you, I would ask you to justify your life purpose to some of the critics around you.This question can help: “When everything in the world is available, why does someone choose exactly what you have chosen as their goal in life?” Any answer will work, but I think you would not hesitate to say something like this: “I chose this for my life purpose, and this is what I want to bring to life. It makes me feel good even when I just think about it, and it also gives me a sense of purpose in life. And if I wanted to look at my life purpose in a couple of years, it actually gives me clarity about what I will be doing for the rest of my life.And when I get there, many people will benefit from it. ”
And then you will also say this: “Of course, if I backed away from its realization, there would be moments when my life purpose did not make any sense to me, but then we would all live in those moments, as if we were wearing shoes of the wrong size? ”
Let me give you a hint here. When that moment comes, don’t call your critics. Invite the best mentor you have.Imagine the perfect voice encouraging you and helping to re-energize you as you pursue your life goal. Mentors are quite discerning when asked for help. Feel free to choose and ask for them if necessary ”!
Finally, if we looked at this process further down the timeline until completion, how would you say that in achieving your goal in life made your time worth it? How did the people around you benefit? What about your family? Could you invite everyone and celebrate the many hours you’ve invested and the hard work? I would do it!
As we finish this self-coaching session. .. on a scale of 1 (lowest) to 10 (highest), how willing are you to state your life purpose as a mission?
“As you think, so you become. What you feel attracts. What you imagine, you create. ” – Buddha
All inspired dreams!
Ioana is a lifelong learner with a mission to engage others in the path of his own growth. On her own journey, she realized that with all the different avenues of achievement available to us today, real talent lies in inspiring people to take action.With a diverse range of personal development experiences ranging from NLP to Stephen Covey’s 7 Habits of Highly Effective People, she is now being trained to become an Ericksonian Coach. After working for over 10 years in a multinational corporate environment, she has vastly expanded her skills for effective project management and effective communication.
Translator: Tatiana Andrievskaya
Original Source >>>
Goals, principles and tools of business coaching
In its original sense, the English word coaching means to transport someone, to move from one place to another. This translation conveys well the main essence of business coaching – the achievement of specified 90,072 changes 90,073 in a person. These can be changes in the level of development of a specific skill, increased motivation, a change in the personal business paradigm, etc.e. As we saw in the previous section, the goals of coaching are quite diverse, but they are united by the element of transformation, changes in a person. The same can be said for the business coaching format, which can be based on different methodologies and take many forms, but which is always based on conversation . Over the past decades, the idea of what this conversation should be, shared by all coaching practitioners, has developed and the so-called principles of coaching have been formulated on its basis,
Coaches are capable of improvement. This is the fundamental principle of coaching – a coach begins to work with his client only when they both believe in the possibility of progress – increasing performance, developing skills, changing motivation. If in the course of work the coach changes his assessment (for example, it seemed to him that by joint efforts they would be able to overcome the destructive tendency of their mentee – the CEO to make decisions for his subordinates, but after several sessions the coach saw that this goal was unattainable, since the mentee did not perceive the opposite communication, gets nervous when talking about his management style, refuses to experiment with new forms of behavior in the workplace), he should stop studying.As we said, coaching is first and foremost a relationship, and if one of the parties loses faith in a positive outcome, the relationship becomes fake. Continuing work, but not believing in success, the coach is deprived of the most important component of the effectiveness of any relationship – honesty towards a partner. The coach will sooner or later feel this, no matter how experienced and technically armed his mentor is.
An effective coach takes very seriously assessing the developmental abilities of the prospective student and setting program goals.If he understands that the goals cannot be achieved, then he proposes to adjust them, and in case of impossibility, he interrupts the coaching contract. Unfortunately, not everyone has the determination to always follow this principle, and I have seen coaches who do not believe in success work with clients who do not believe in success. Whether the decision to continue the contract was based on greed, higher strategic considerations, or unwillingness to offend the client, the sight was pathetic, not to mention the results.
The above applies entirely to the coach – if he does not believe in his ability to change, he should not start a coaching program. I recall a young, capable manager who was often criticized for being dominant and authoritarian and offered to work with a personal business coach. At the end of the three-month program, the leader proudly announced that, as he expected, it had failed, although he conscientiously attended all sessions and respected agreements.This person was not ready for coaching, so even a well-organized job was useless. In this regard, I would like to formulate the second principle of coaching.
The coach is responsible for the result of coaching and the choice of specific actions, and the coach is responsible for the process. The goal of coaching is a certain transformation of a person, the achievement of changes in his behavior, thinking, motivation. Naturally, the responsibility for such a transformation can only lie with him, external counterparties (coach, manager, HR director, colleagues) can contribute to changes, but cannot take responsibility for their results.At the same time, the coach, who is the bearer of professional expertise, is responsible to the emerging “coache change partnership” to build the coaching process in such a way that it will be effective for this particular client.
The principle of the coach’s responsibility for results is very important, because responsibility implies the ability to influence, control and change, it makes him the master of the situation. This happens only when coaches consciously accept the goals of the program, “pass them through themselves” – making an objective assessment of their skills, priorities, opportunities, desires.The coach must make sure that this assessment really takes place, since real responsibility comes only as a result of such introspection. At the same time, the coach must teach his ward to share the willingness to take the blame for failure (“I didn’t do it”, “because of my lack of focus, we did not achieve the result”), which is one of the mechanisms of psychological defense against unpleasant events, and real responsibility ( “I will achieve results despite today’s failure”), which ensures a positive outcome for the program.
By accepting responsibility for results, coaches take a more serious and thorough approach to the choice of development methods, which ultimately rests with them. The coach helps his client find the paths leading to improvement with the help of questions, feedback, examples and other tools, analyze the risks associated with them, assess the likelihood of success, but the client makes the final choice himself. An effective coach knows how to manage a person’s natural desire to find a “perfect solution” and, unlike a strategic consultant, gets real satisfaction not when the client exclaims in delight: “You have found a great answer!”, But when he can tell the client: “You have found a wonderful solution!”.A business coach is not a sage who shares his experience and gives the right advice to less mature managers who need it, but a process consultant who has the skills to build relationships that allow the client to find solutions on his own.
Coaching focuses on one person – the coach. Although coaching is a conversation between two equal partners, their roles are asymmetric. The subject of conversation is the coach – his thoughts, feelings, problems, his work environment, subordinates, managers, colleagues. The coach voluntarily assumes the role of a tool that helps the client to better know himself, his environment, his counterparties, formulate development goals, find tools to achieve them. An effective coach is present in the dialogue only as much as it is necessary for a coach.
Such an extremely simple relationship structure requires significant efforts on the part of the coach. He must constantly control his own ego, refrain from the natural desire for every person to bring his own thoughts and feelings into the dialogue, talk about himself, his problems and experiences.At the same time, coaching provides many opportunities for shifting the focus – coaches tend to ask direct questions: “Have you been in a similar situation?”, “How did you feel when you had to fire people?”, “What would you do in my place? ? “. Experienced coaches find a balance between maintaining a focus on coaches and maintaining human, rather than mechanical, conversation, they demonstrate their emotional involvement (“I am a living person”), but at the same time do not allow their own self to overshadow the client’s personality. To the last of the above trap questions, they answer: “I, too, would be under high tension and would try first of all to calm down so as not to make decisions in an agitated state. Then I would think about the real reasons that are pushing me to sell this asset, and try to assess how they match with my strategy. So let’s calm down, do you mind? ” instead of “I would agree with the proposal to sell this asset, but would require a change in the payment schedule.”
The coach sincerely supports his client throughout the program, both when he internally approves of his actions, and when he thinks that the coach is not doing quite the right thing. The functions of a coach do not include evaluating the actions or thoughts of the coach, making judgments about the moral or professional merits of the client, his goal is to help in development. However, if, as a result of working together, the coach ceases to trust the client, their relationship becomes unproductive, since another principle of coaching is violated – mutual trust.
Trust. Coaching is a rather intimate exercise, the effectiveness of which largely depends on how open the coaches are with themselves in assessing their environment, their skills, problems, motivation, opportunities to change and develop. Since the coach’s conversation with himself takes place in the presence of a second person (whose main role is precisely to increase the effectiveness of the conversation), it can only be frank if it is trusted.
Undoubtedly, the client’s trust in the coach is influenced by the professional reputation of the latter, which has developed over a certain period of time, but it is only an initial condition, it allows you to take only the first step towards establishing trust.The rest depends on the real behavior of the coach, on how much he observes confidentiality, how sincerely he follows the principle of concentration on the client and how professionally he organizes the process. In my experience, these three elements, taken together, allow you to quickly create an atmosphere of working confidence in which coaches speak openly about themselves, but the absence of at least one of them prevents the emergence of productive relationships.
Often a coach finds himself in rather delicate situations when one person pays for his services and receives them by another, for example, when the real client is the deputy general director, and the director himself is the sponsor of the program.The sponsors naturally want to learn more about the program, about the coach, about his progress, the problems that arise, he wants to maximize the return on investment. Often they are asked to share their observations and conclusions. While some coaching books claim that this kind of communication is okay if the coach is aware of it, I am of the opposite opinion. In order for the coaching participants to develop and maintain a productive trusting relationship, its content should be known only to the two of them, unless the coach himself considers it appropriate to tell a third party about it.The ability to remain loyal to your coach, and not to the sponsoring party, is a hallmark of top business coaching professionals.
Since coaching is a conversation, its basic “tools” are fairly well known to all of us. Coach observes 90,073 of the client’s behavior in the work setting (so-called on-site coaching) or only in person (off-site coaching), listens to 90,073 what is told to him, asks questions, gives 90,072 examples in the form of stories, mini-cases, anecdotes and provides feedback , i.e.That is, shares the results of his observations and reflections in the form of hypotheses about the actions of the coach and their results. In addition to the content part, the coach creates a productive and safe environment for the client in which you can talk openly about yourself, other people and business, discuss ways to improve and experiment with new skills and behaviors. To maintain such an environment, in addition to the above-mentioned tools, the coach also uses humor, empathy, in a certain way organizes the space in which the “classes” take place.In the chapters that follow, we will go into more detail about how leaders can use coaching tools to develop their people.
This text is an introductory fragment.Continuation for liters
Coaching | mysite
Coaching is a rather narrow and specialized concept.For example, what is the difference between a coach and a mentor? After all, both of these characters mentor people, help them become better! Both there and there there is a teacher and a student, but if in mentoring the mentor helps the student to achieve general development and become, in principle, better and more skillful, then coaching has a specific goal.
Have you decided to learn how to better manage personnel, communicate with people, or sell? Well, the goal has been set, and then it’s up to the coach! He will identify the main aspects of work, help break down the goal into smaller goals and objectives, guide you in the right direction and tell you how best to go along it. The coach is your personal mentor on the way to the goal, he does not say directly how to do it, but leads you to make the right decision for yourself. This is not just a generator of answers to all questions – this is a person who must direct and contribute to the achievement of the goal, inspire and open up his possibilities for the client.
Coaching can be group and individual. They differ only in the number of participants, but in group coaching, there is one important rule: everyone present should have one goal.At the same time, no matter how many participants there are, coaching takes place in the format of a dialogue with a participant.
We provide the following coaching options:
The coach does not just need to be told how to achieve the client’s goal. He needs to hear from the participant how he sees the achievement of the goal, to understand what a person is and work with him, based on his individual characteristics. Identifying needs, opportunities, and working with the client runs through dialogue, and this distinctive form of work makes coaching a very personal direction.
The classic version is when a coach instructs one person about a specific goal. In this case, the ability to work directly with the personality of the client increases in quality, and the coach selects individual keys for each person. The coach identifies the strengths and weaknesses of a person, finds an approach to a specific personality and works with her individually, which allows him to better lead a person to a goal.
The role of a coach is not limited to one analysis of the situation and advice.In order for a person to start walking towards the goal, he must be ignited! Show how important and interesting what he is going to, inspire action and initiative. Motivation is one of the tasks of coaching, and a professional coach can easily find words that allow the client to get fired up with the idea of changes in themselves.
The past is in the past, and the goal of coaching is to look into the future! The coach does not focus the client’s attention on past mistakes and the search for causes, he is focused on changes in the present and future tense.In order to be successful, you don’t need to look for answers in the past – you need to navigate the future!
Benefits of our coaching:
For the long work of the company, our coaches have consulted people of various positions, and are professionals in their field, including in terms of psychology – because coaching means working with the personality and individual characteristics of the client! Our coaches are good psychologists and have a degree in psychological education.
Leading a group is one thing, but advising a person personally and devoting 100% of your time to one is another! Our coaches have the ability to work one-on-one, with a group, and select the most effective training strategies for each specific situation and specific people!
Business is not going? The importance of goal formation.| Coach for Life Business and Coaching
Business and Coaching
I have an acquaintance who will turn 42 this year.During his 22 years of working life, he started more than one # business, and none of them brought him what he wanted (money).
As a coach, I will say that each person fully has all the resources to achieve his goal. And with all people, everything is # OK. A goal that is simply not worked out, not SMARTED can lead to such results.
My friend has everything to start and develop his business. # Abilities, material support, # persistence, but # he had one goal # MONEY.
Psychologists, such people, they constantly question everyone, collect statistics, draw conclusions, well, very curious)) So, these curious psychologists constantly analyze successful businesses, and those that have failed. What conclusions did they come to?
Those who set goals in business, on the material level, tend to fail. Those. If a businessman’s main main goal is to make money, then, as soon as slightly difficult times come, the businessman will immediately give up his business and will not survive the hard times.Just not for anything.
In contrast to this position, the most successful businesses were organized for something more than money, for example, to improve the life of a certain group of people or bring something new to the world (for example, Procter & Gamble, Samsung, Apple, etc.) … And of course, money is very important, but the main question asked by people in leadership positions, what more can we do for our customers to improve our product? And they improve, from year to year.
Again, money is the result of companies’ activities.Let’s go back to my friend, who opened and closed 4 businesses in 22 years. What do you think, what was his mission of opening all these businesses?
Right! Money was his mission. And one of the main reasons that not one of his businesses survived is that he confused RESULT-MONEY with
A coach, he sees such moments immediately, we study for a long time and dearly, in order to learn to see the mistakes of thinking. And save you money and time.
Like it, I am very pleased))
Coaching: or all the answers are in you
– The word “coaching” has recently been distorted by those who, not understanding its true essence, enroll in coaches, sometimes not only not helping people, but also destroying them.
Meanwhile, a professional coach can give a lot in different areas: from business to family. However, he will not write you ready-made recipes. The coach’s task is to help his client find answers to questions and his own ways of solving them.
All this is discussed in our conversation with Natalia Wright, a professional coach, certified business coach of the International Ericksonian University of Coaching (Vancouver).
– Natalya, let’s start with the concepts. What is “coaching” anyway?
– There are several dozen definitions of coaching, as well as models of coaching, they all correspond to reality to one degree or another.
The very word “coaching” (from “coach”) is of English origin. The literal translation from the dictionary reads like this: “train, tutor, prepare.”
Coaching is very popular abroad as a method of development and improvement. It can be used in almost any area of life.Today the popularity of coaching is growing in Russia as well.
And, as often happens, when a new beautiful word appears, even something that does not belong to it in terms of content is embedded in it.
And I really want more people in our city to learn about coaching and the coaching approach, as a science, as a technology, method and method of interaction. In my opinion, the right coaching is exactly what can change our life in many areas for the better. Towards a greater understanding of each other, to help make your choice.
– It is sometimes not so easy to realize your choice, your real goals. People often have everything that is prescribed to them by the templates imposed by society. A person has a good position, but he does not feel in his place, and at the same time continues to stubbornly pursue a career.
– The essence of coaching is movement towards a goal. Achieving exactly your goals efficiently and quickly. With the professional support of a coach, a person formulates goals, develops strategies and implements the best possible for himself.Coaching helps you find the answer to a seemingly simple question: “what do I want?” In fact, it is not so simple. And not knowing what we want, whether we really want it or spend our lives on what others want for us – relatives, colleagues, etc., it is rather difficult to achieve our goals.
– If a person himself cannot understand what he wants, how will a coach do it for him?
– The coach will not do this for him. Coaching aims to unleash a person’s potential and resources.The coach does not teach, but helps to learn. The entire coaching process is built around the interests, goals and desires of the person. Coaching is focused on the future, to achieve the desired result. And the coach creates the conditions for unlocking and developing potential by asking expanding questions and using coaching technologies. Then a person has the opportunity to look at the situation from different angles, to realize his true desires, needs and values, to see his best decisions for himself. And the main thing here is interest, responsibility, partnership and trust of the parties.This is the effectiveness of coaching.
Coaching is about support and help for those who want to find their goal and start moving towards it.
– But there are other forms of support as well. You can ask a friend or experienced parents for advice, a professional business consultant and even a psychotherapist, for example. Could their help be considered coaching?
– At the heart of any professional help is the intention to understand, support and help.And I will just tell you very briefly how one differs from the other.
Consultants help people overcome life’s difficulties. They specialize in a particular area and know it so well that they can safely give advice that really works.
For example, a consulting specialist assumes that the client does not know how to solve a problem or problem, and the consultant helps in this, knowing the methods, technologies, and tools of practical use. And this is great!
Psychotherapists professionally find out what difficulties there are and how these difficulties affect life in general.They help to deal with the past in order to learn how to cope with it and live more successfully in the future. And it helps a lot!
A mentor is more of a teacher. It helps to master the skills of a certain activity: “Do as I do!” He will show and teach, help to deal with the nuances, check the correctness of the execution, as a supportive parent, will inspire!
The trainer will give you knowledge, show you how to do it in a new way, and practice your skills. Trainings are used to teach new skills, abilities and the ability to apply them in practice.After the training, the skills are converted into skills. And this is another step towards changes in the quality of our life!
A friend will support you in difficult times and will be delighted with your new plans! He will give advice and even if he criticizes, he will not cease to be a friend. This is not professional help, but friends are vital!
The coach assumes that the CAM client knows the best solution to his problem, and takes responsibility for this decision. The coach will help to research and seek, and then support in choosing a solution.This is a partnership.
– But each of us judges from his own bell tower. And the coach is also a person. In addition, a person with already gained experience, to whom they came for support. It is very difficult not to say “do it like this” and even more difficult not to make a mistake.
– The key principle of coaching is to ask expansive questions and not give answers or advice, even if you really want to. Coaching is a space free of advice.
In fact, it is impossible to talk about coaching as a separate tool or technology. I would say that this is a way of thinking, a way of life. It is aimed at positive, openness, acceptance, development. Perhaps something more …
– You are a practicing coach. In what areas is coaching applicable today?
– We are now increasingly talking about a coaching approach. Coaching approach in management, in building family relationships, in communicating with children, in various other areas.When conducting trainings, we also use a coaching approach. After all, when we reveal our abilities and talents, the abilities of our colleagues, our children, our life becomes joyful, creative and interesting. And much becomes possible! Our resources are truly endless!
You just need to think about the simplest questions:
– What do I really want?
– How will I achieve this (what I want)?
– Why is this really important to me?
– How do I understand that I have achieved a result?
And then move on to broader questions like: How can I achieve this in the best possible way? And in the best possible way out of five? And then we open up to the space of options. And we choose the best one for ourselves!
That’s it! I bet you have already thought about these questions. Then – welcome to the space of coaching and coaching approach!
Basic Coaching Principles:
- The coach believes in people. This is the most important thing, and faith in the client begins with faith in yourself – in your own potential, your own strengths, in your own ability to achieve what is important.
- The coach believes the world supports us as we go our own way.
- The coach knows that each person already has all the resources he needs to achieve a goal. You just need to reveal them!
- The coach himself is ready to set ambitious goals for himself and achieve them, and then he can support his clients in this.
- The coach is acting consciously.
How to use coaching to achieve business results
Indeed, this technology has taken a piece from the already established directions of human development – training, mentoring, psychology, consulting. That is why it is tempting to say that coaching has replaced existing technologies. But there is a very important difference – the coach only creates conditions that help the client to find the best way to achieve his goal. The key here is that the client himself finds the answer, way, option, opportunity, resource, solution, etc.
Think back to when you came up with the solution yourself. How did you feel then? What overwhelmed you? What did you want?
Usually, when I ask this question, people answer: “I wanted to take action immediately!”
Yes, we are motivated to move when we figured out how to move ourselves. Then it is unnecessary to talk about responsibility, it automatically “turns on”. And for managers, more often than not, motivated and responsible subordinates are an illusory dream that is unlikely to become a reality.
Everything that I have listed above is actively used in business – trainings, mentoring, psychology, consulting. There is often the following opinion: since the boss is right, then your opinion, the decision is the best. But the talent of a leader is not in deciding for everyone, but in order to optimally organize the process, control, set tasks, assign everyone to their places and inspire.
The talent of a leader is not in deciding everything for everyone, but in organizing the process optimally
What do we want from our subordinates? Activity, initiative, responsibility, independence, energy, ingenuity, commitment, competence. In other words, we want the subordinate to be self-motivated and to perform at their peak.When it’s possible? When his motives are satisfied, his achievements are recognized, when he has the feeling that he is working for himself, when he reaches his goals, when he is supported.
What does it look like today? The leader says what to do, convinces in case of disagreement. Subordinates come with problems, not solutions. The leader spends time and energy on the solution. And he takes almost all responsibility for the work of his subordinates. As a result – mutual discontent, frenzied efficiency of the leader and low efficiency of subordinates.
Let’s look at a trivial situation. A subordinate comes (or even better flies in) into his boss’s office and says, drooping his head: “I didn’t succeed!”. What does the leader do?
He rushes to solve the problem! True, before this, due to his abilities, he speaks, shows and expresses the entire list of his emotions to the subordinate. I will give an incomplete list of commonplace questions and remarks in this case:
- What happened?
- Why did this happen?
- Who is to blame?
- How do you manage it all the time?
- What are you for !….
- When will it end?
- You get paid for this!
- Again I have to do everything myself!
How do you think both are feeling, and will the subordinate want to do something? Most likely unlikely. He will have every reason to say in response (and this is an absolutely justified reaction): “You decided to act this way, and I knew before that it would not work! You yourself! .. So I knew, just that – to blame !.. ”
What does coaching offer in this situation? The manager may ask:
- What did you want?
- What prevented you from achieving?
- What other paths are there?
- Where can you get information?
- How do you know this will work?
- What can you do differently?
- How can you support yourself?
- What have you learned?
In this case, the subordinate feels support and recognition (he is asked), responsibility (after all, he decides what to do), motivation (he himself came up with a solution or method), respect (they talk to him on equal terms).
Our subordinates often have much more information to come up with the best solution to the problem
Or another common example: A subordinate comes to a manager with the phrase: “I don’t know how to decide / what to do . ..”.
A manager using a coaching approach in management will ask:
- What is your desired result?
- What options have you already considered? What else are there?
- Think about what resources are needed?
- What is needed for this?
- What / who can help?
- What will you do to decide?
- When will you start?
The chances that a subordinate will cope with the task on his own increase significantly.And in this case, he learns. And there is a real prospect to stop dealing with the tasks of subordinates, giving them their responsibility for their own tasks. After all, our subordinates often have much more information in order to come up with the best solution to a problem or problem related to their functionality.
I like one story about this. When a mechanic who had worked for him from the very first day of the company’s founding left the Henry Ford plant on a well-deserved retirement, he was escorted with all the honors. The entire group of the concern was assembled. Ford delivered a speech of praise for his former mechanic. He thanked him for the fruitful work in the company. To which the mechanic replied that if he was at least occasionally asked about ideas, the company would benefit not only from his hands, but also from his head.
The moral of this story is clear – every manager can use all possible resources of an employee, thereby optimizing the achievement of the company’s goals. Moreover, to free up their precious time (most often, managers extinguish fires at the expense of time for strategic tasks or at the expense of their rest, which means their effectiveness).
So, what is a coaching approach in management? This is the leader’s way of asking such questions to his subordinate, which help the subordinate himself find the best solutions, then there is motivation, and there is more energy, and he takes responsibility for implementation automatically, because he invented it himself.
Coaching in management is the interaction of a manager and a subordinate to significantly increase the personal efficiency, motivation, responsibility of the subordinate and achieve the goals of the organization as a whole.At the same time, the manager additionally solves the problem of employee development.
Management coaching is distinctly different from individual coaching. Rarely is it possible to use tools “cleanly”. Questions from a variety of models and techniques are commonly used.
Coaching in management is the interaction of a manager and a subordinate to increase the personal effectiveness of the latter and achieve the goals of the organization
In the examples I gave, at least 3 tools were used: “4 project stages”, “Feedback frame”, GROW model.One way to apply coaching appropriately is to first master the tools and then use their questions without structure.
Let’s start with a simple tool that is appropriate for movement in almost any project – “4 project stages”. There are only 4 questions here:
- What do you want?
- How can you achieve this?
- How can you support yourself if something goes wrong?
- What will be the result?
Scheme 1. 4 stages of the project
Another tool, the Feedback Frame, is relevant for control points.Also 4 questions:
- What did you want?
- How can you fix it?
- What prospects are opening up?
- What are you learning?
Diagram 2. Feedback frame
Now with a larger GROW model. Its author is John Whitmore. I would like to point out that this is the basic model. It is used as a structure in coaching.
- Goal – Goal. Stitching goals.
- Reality – Situation. Awareness and Analysis.
- Options – Features.Finding a solution.
- What to do / Will – Actions. Plan. Support. Monitoring.
At the “Goal” stage, the manager helps the subordinate to formulate a goal and find the so-called points of linking this goal with the goals of the company. Here you can ask about the importance of achieving this goal personally for him, whether he really wants it, what the result will be, any questions about SMART are appropriate. Thus, the leader helps the subordinate to realize the truth of the goal and take responsibility for its implementation.This element is the “fuel” for all subsequent stages. After all, a correctly set goal is already 50% of success.
With regard to the “Situation”, questions are needed to assess its strengths and weaknesses, as well as available resources, questions like “What? When? Where? Who? How many?”.
For example, How are things now? What have you already done? Who did you involve in the process? What were the results? What is preventing the achievement of the goal now? What could have been done but did not? . At this stage, the following questions about responsibility are pertinent: How do you see your responsibility in this? How much can you personally control the result? Who else is in control? In what degree? .A separate topic here is a conversation about resources: skills, time, enthusiasm, money, information, support, etc. Which ones do you already have? Which ones are required? Where can you get them and from whom?
Coaching cannot completely replace management. This is just amanagement approach
After the situation is assessed, all possible solutions are considered. In this case, the brainstorming technique is applicable, any methods of developing ideas and tools for analyzing options.Questions are pertinent: What are the solution options? What other ways are there? What else? What would you do if there were no restrictions? Which path will give the best result? Why this one and not the other? How does he attract you? What are the risks? What will you do if it doesn’t work out? What does it give you? What can get in the way? What’s your backup plan? .
The next step is for the employee to draw up a specific action plan with deadlines, as well as check motivation. The most important question here is What will you do practically to move towards your goal? .Then you can ask: What is the first step? When will you start? Why not tomorrow? How do you know that you are moving towards your goal? Who needs to know about your plans? How can you support yourself? What kind of support do you need? How will you support yourself if something goes wrong? What will you do if it doesn’t work? How confident do you feel to accomplish this plan well on a scale of 1 to 10? What prevents you from putting 10? What can you add to your plan to improve? . It is at this stage that the level of motivation and responsibility increases even more.
Management coaching has a number of features . For example, coaching cannot completely replace management. This is just a management approach. In addition, coaching is not applicable in every organization, in every situation, and not with all employees.
Coaching is suitable for growing companies with a focus on results and relationships. It is especially relevant in the face of constant changes: market development, start of new projects, development of innovative products, etc. It is applicable only in situations where there is no single solution.For example, developing a strategy, modernizing, implementing changes, rallying and uniting a team, establishing interaction between departments, involving personnel in the company’s “ideas”, increasing the efficiency of individual employees, creating new directions, etc.
The first step that it is important for a leader to take when starting to apply coaching in their management practice is to determine with which subordinates should use coaching and with which not. This is easy to see in the diagram.
Scheme 3. Segments of employees
Here, as we can see, there are four segments. The only segment suitable for coaching is “A”, when the employee both wants and can achieve a goal. In segment “B”, when a specialist wants to achieve a goal, but does not have the necessary knowledge and skills, coaching is also applicable after the training stage (adaptation, mentoring, trainings). Often this option occurs when a person has just joined the company, transferred to another position, or is engaged in a new project.Option “C” is the most hopeless. Here, not only coaching, but hardly anything at all will help … It is better to part with such employees, and the sooner the better. Option “D” shows that the employee has low motivation, and it is necessary to find out whether the subordinate’s motives are satisfied.
Any tool in coaching is just mechanics. Its leader can revive it with his sincerity and openness, creating an atmosphere of trust and partnership
If the motives are satisfied, then, probably, the employee will soon move to the “C” segment, and he, perhaps, not yet fully realizing, will leave the company.And if not, then it is necessary, if possible, to satisfy or help to find a connection between the goals of the company and the subordinate, and when motivation increases, the employee will automatically move to segment “A”.
I would like to emphasize the role of the leader in coaching management. The key to coaching success in management is in his hands. The leader needs to believe in the potential of his subordinates, “remove” himself and his opinion, develop valuelessness, give the right to make mistakes, and all this is not easy, because there is a habit developed over the years.But without this, trust does not arise between the leader and the subordinate. And without trust, coaching is impossible, and the effectiveness of a subordinate.
In my opinion, any tool in coaching is just a mechanic. The leader can revive it with his sincerity and openness, creating an atmosphere of trust, constructiveness and partnership.
The emphasis of the coaching approach in management is on the implementation of the results of the interaction between the manager and the subordinate in the course of the conversation. It is a way to trigger the personal motivation and responsibility of an employee.Then the subordinate begins to work “for himself.” His eyes light up, he wants and understands why he needs to do what he does. And the most curious thing is that in this case everyone wins: the manager, the subordinate, and the company as a whole.
Alla Zadneprovskaya – coach, director and founder of Zhivoye Delo CG, expert of HRMagazine
Individual intolerance to coaching – ProCoaching Portal
– Is this a coach?
– And this is you.
– We have drawn up a plan with you, but I cannot fulfill it.
– Did you do it?
– No, I can’t.
– So did you do something or not?
– Not yet. I’m afraid I won’t succeed.
– And if you try to do something out of the planned?
– I’m sure I won’t succeed. I didn’t succeed last time …
It so happens that, without even starting to act, we immediately conclude that nothing will work out.
In the article “Coaching Principles. Good for the Soul” I promised to tell you about who coaching is not suitable.
The direction is modern and effective, but, alas, not everyone benefits. Why is that? Everything turned out to be simple and clear.
There are many classifications for determining the type of personality and other characteristics of a person.
coaching also has its own classification, within which, by the response to communication, one can recognize who is sitting in front of us and is coaching suitable for him?
I think you have met people who always complain about everything.To the chief, today or yesterday, to the government, etc.
They always have a convincing explanation as to why things are worse, worse, harder for them than for all other people.
They are convinced that results cannot be achieved. They may even have a great goal, but something always prevents them from achieving it.
If you give a “complainant” a recommendation about his request, only one response will follow – he will find a thousand explanations why he cannot even try to do it.
How does this affect the coaching process?
Mindfulness and purposeful work for the future are the features of coaching work. Although it is already known: to achieve a goal, you need to act.
“Complainants” want to change a lot around them, but are not ready to take any action to achieve a result and take responsibility for the consequences of decisions made.
This behavior is due to good reasons in the form of negative past experience, high expectations in relation to oneself and the world.
But as soon as the “complainer” takes action, the goals are achieved.
Coaching is not psychoanalysis on the topic “Why am I so unlucky?”
And if I decided not to do anything, I cannot be stopped!
Did you go to the store to “just look” or “take time”? I am.
At such moments my gaze scans the surrounding space, thoughts come and go, and I am in a relaxed state.
I’ll find something interesting – good, no – not bad either.
The same happens in coaching: a person came to a coaching session either out of curiosity, or for a company with a friend, or as directed by a manager.
The “Visitor” does not feel a strong desire to change anything, thinking that everything in their life is wonderful. Moreover, his entourage has long known that these are just words.
“Visitors” are ready to talk about anything, just not about themselves, reducing the conversation to general topics.
At the same time, they may have long-term hidden goals and, quite possibly, coaching will be useful to them. But after. And now it is more convenient for them to watch or try.
How does this affect the coaching process?
No one can change another person if he does not need these changes.
Coaching is aimed at development and achievement of goals and is based on the active interest of all participants in the process.
I’m sure you’ve already figured out that “complainer” and “visitor” are two types of reactions in people with whom the coach does not work.
Coaching causes them a sincere intolerance, since there is a huge territory of responsibility, where you need to show awareness and move into the future, taking concrete actions today. And they don’t really need it yet.
Why bye? Because everything can change, and the “complainer” or “visitor” will quickly turn into a “player”.
It is then that coaching will become a catalyst for the realization of cherished goals.
Players are people who are willing to work towards a goal.They strive to change and develop.
Players are filled with realism and optimism, thanks to which they seek and implement useful information.
They take responsibility for their own lives and make their wildest dreams come true.
Sometimes it also happens that the “player” turns into a “complainer” for a while.
And this happens because the goal is too ambitious or needs adjustment.
The coach, using special tools, helps the player to remember the essence of the started game.