Coaching and Coaching Conversations
These private and confidential sessions focus on individually coaching on behavioral patterns as well as broadening of mindsets that realises a person’s potential. Coaching methodology may follow practices of Neuro-Linguistics or models within the ICF coaching techniques. An example is the use of GROW coaching model.
Coaching sessions differ for each individual and are customised to the individual’s needs. Broadly speaking, possible coaching steps are:
Establishing Coaching Goals and Outcome:
A. First meeting with coach. Purpose: to ascertain the coaching objective and goals of the candidate desiring coaching.
B. First meeting with candidate’s manager or sponsor. Purpose: to ascertain the goals and desired outcome of the manager or sponsor.
If A and B are not aligned, a third meeting would be required before coaching begins. This is critical check-point to ensure successful coaching outcome for all parties.
C. Sharing between coach and candidate on any information regarding candidate’s company’s or group’s objectives, vision, directions, or organisation structure.
D. Shadowing: It may be important to know the environment that a candidate is operating within. Hence, a coach may attend meetings or presentation sessions where the candidate is involved. This provides useful insight of the candidate’s behaviour and style. This is usually onsite where the coach observes quietly from the back of the room.
E. Regular Private 1:1 Coaching Sessions. These are conducted either over the telephone, video conference or face-to-face. Since the most effective session is face-to-face, this is the preferred mode of conduct. Coaching sessions usually last for a period of 6 months to have effect. Frequency of the sessions depends on the candidate, which could be once a week to once a month.
F. Review Sessions: In the midst of the coaching period, there would be mid-point check-in with the candidate’s manager or sponsor to ensure that the progress is visible.
G. Closing session: At the end of a coaching period (6 months or 12 months), a closing review session concludes the coaching sessions. At this meeting, the coaching goals and lessons learnt are reviewed, ensuring that the candidate’s ongoing self-development continues and resources are available to the candidate.
Other Coaching approaches:
H. Quick Fixes: Sometimes a candidate requires some quick behavioural changes or actions to be changed. Examples of some of these are: Executive Presence Skills or Confidence in Front of Large Groups or Influencing Peers. These are more specific areas to work on with a candidate.
I. Team coaching: There are situations where a small group needs to be coached as a team. Usually this involves lack of team spirit or the team is demotivated. Other times, it is a team of experienced people coming together to form a new team. The diverse experiences and seniority create dynamics which is unproductive. In situations like this, usually a psychometric assessment exercise is applied to help the team recognize different behavioural styles or personality types.
J. Business Coaching. At times, when a business is not achieving some goals, coaches are engaged to help the team facilitate the discovery or troubleshoot the business problems. Subject matter experience of the business is usually not required because it is not the subject knowledge which is of value to the team. Often, it is the obvious which the business has not asked themselves or they may fail to see the ‘elephant in the room’. These sessions could take the form of 1:1 interviews, followed by 1:many review sessions plus observations of the team in action.
Coaching Rates: Coaching rates may be charged by the number of hours or sessions. The quotation is customized according to the best fit for the situation. To enquire on coaching, email us at firstname.lastname@example.org