Get the BEST from your Coach.

ImageDo you want to get the best from your coaching engagement?

Do you believe that working with your coach will help you accomplish results better?

Do you believe that you coach can engage you by provoking your thoughts, feelings; which would lead to actions?

Well, if your answer to above is an YES to all the 3 questions, you might probably be doing well with your coach and their assistance.

If not, here is an approach just for you. Try it and you will be guaranteed results.

I call this approach as TPE model.

The process of coaching is about you ‘the person being coached’. Coaching is defined as a process wherein your coach partners with you in a thought provoking & meaningful engagement which helps you to maximize your personal & professional potentials.

So you see, it is about you, & helping you maximize your potential in the personal & professional world.

To maximize your gains from coaching, here is what you need to be doing;

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Think – Let me ask you a few questions, which might probably put things in perspective for you

  1. What is the primary purpose of engaging the coach?
  2. What pressing issues are you experiencing in the current state?
  3. Moving forward what personal challenges do you foresee? Or What personal challenges do you foresee in the near future to accomplish your goals?
  4. What past experiences have you had with respect to this goal?, etc

Reflecting on the above questions can provide you vital insights into your thinking process besides ensuring you have a specific outcome, which you would like to explore with your coach?

Prepare: After having explored your thoughts, you would have probably established the purpose for coaching. However it is important for you to note that your coach is not an expert in your area of work, but he could be an effective ally, working with whom you could probably maximize your gains.

Here are some questions which would help you go prepared to the coach

  1. What is that I wish to achieve in conversation with my coach?
  2. Is my goal specific, measurable & review’able? (remember you goals have to be ‘Measurable, Manageable, & Motivational’ for you)
  3. Does my goal motivate me?
  4. Can I manage what I wish to accomplish with my other day to day work?
  5. What resources are required?
  6. Who could support me, in the event I require assistance?
  7. Who could be delegated some of the tasks, either from the new goal or the current goal?
  8. What am I currently engaged with?
  9. What thoughts, feelings, emotions could possibly come in the way while engaging with the coach?
  10. What am I willing to put up with?
  11. What am I  willing to set aside during the 45 minutes with my coach?, etc

Engage: The T and P stages would have provided you with vital insights to engage with your coach. The T & P stages provide you the desired focus, commitment & accountability to pause, explore, focus and plan for action in a dialogue with your coach. Remember, your coach can only work with you when you are ready to receive and bring the collective unconscious into the conscious space for greater awareness and results.

Try it out and share your insights with us.

Best wishes for your success – Coach Sairamesh

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Coach yourself to excellence

Should walking up to a coach and seeking him out give you jitters, here’s a simple 5 step process to coach yourself to excellence.

Identify a suitable place, which is free from disturbances and external intrusion. Sit calmly and be relaxed. Practice some deep breathing exercise with eyes closed and focus on what you want to achieve, keep all other trivial / unimportant, not urgent events out of focus. Identify one critical area that needs to be addressed. Be with yourself for the next 5 to 10 minutes, focus.  Once you break the event, decide on the focus area and be precise with your responses to the inquiries as follow the process to attain excellence.

Here we go.

Step 1 – Decide on what you want to coach yourself at the moment? What is that you want to accomplish by engaging with yourself? What outcome do you expect to achieve? What is the significance of the ‘to be’ state to you? – be explicit and precise. Write down the goals in ‘SMART’ terms – Specific, Measurable, Attainable, Relevant, Time bound.

Step 2 – Think /Reflect and establish what the current situation is? Identify the gap between your ‘To be’ state Vs ‘As is’ state. Ask yourself, what’s holding me up from achieving what I want to accomplish? What are the stumbling blocks which is holding me up? In what ways am I out of control of the situation? – be explicit and precise.

Step 3 – Think and establish a set of alternatives, which could help you reach your desired ‘To be’ state or bridge the gap. What would help me be in control / What would help me get back to control? What initiatives should I take to attain the desired state? What would it feel like when I attain the desired state? What do I do in order to sustain the positive energy during the process of task execution?

Step 4 – Think and structure the alternatives into logical sequences of activities Or Develop a strategy of action.  Ask yourself ‘what resources are required to put the plan to action, what process checks & measures would I put in place, what are my abilities, does the task require different abilities, where can I source the abilities?’.

Step 5 – Execute the plan. Ensure you are in control. Measure at periodic intervals. Ask ‘am I in control, am I working as per plan, am I measuring the work outputs?’, keep a tight leash on yourself. Reward yourself when you find you have achieved a milestone. Celebrate. Give yourself permission to indulge.

Work this out and check, how you are doing?

Wishing you all the very best in your next task. Enjoy you ascendance to EXCELLENCE.

 

 

Preparations for Coaching Conversation

Being coached is your requirement. It is your session and it is about your performance improvement. Irrespective how your coaching conversations are conducted, it is important that you prepare. This not only helps the coach to come to speed with your progress during the intervening period, but it would also serve as a review of the progress you have made vis a vis your action plan.

Your coach may administer you a preparation form with questions such as;

  1. What have you accomplished since the last conversation?
  2. What didn’t get done, but was intended to be done?
  3. What are new challenges and problems that you are facing now?
  4. What are the opportunities available right now?
  5. What great insights have you had during the period?
  6. What do you feel grateful towards right now?
  7. What you specifically want to be coached on during the session?

The form is intended to help you reflect and come to terms with your past, & present agenda that you would like to explore with your coach. Ideally the answer to the questions are submitted to your coach at least 24 hours in advance to help your coach internalize your current state.

As regards you, you would have an opportunity to review, reflect, decide on the next set of action items to bring about improvement to your current status, and remain focused on improving your execution effectiveness leading to personal growth.

What an Executive Coach can do for you?

Harvard Business School Working Knowledg e Archive

What an Executive Coach Can Do for You

6/13/2005
Do you need an executive coach? Do your managers? Here is a useful framework for thinking about the role of coaching, from Harvard Management Update.

by Paul Michelman

Is executive coaching at U.S. companies destined to play a role occupied by psychoanalysis in some Neil Simon version of Hollywood: a virtual prerequisite for anyone who aspires to be anyone?

It might seem that way at some organizations, at least to the untrained eye. IBM has more than sixty certified coaches among its ranks. Scores of other major companies have made coaching a core part of executive development. The belief is that, under the right circumstances, one-on-one interaction with an objective third party can provide a focus that other forms of organizational support simply cannot.

And whereas coaching was once viewed by many as a tool to help correct underperformance, today it is becoming much more widely used in supporting top producers. In fact, in a 2004 survey by Right Management Consultants (Philadelphia), 86 percent of companies said they used coaching to sharpen the skills of individuals who have been identified as future organizational leaders.

“Coaching has evolved into the mainstream fast,” says Michael Goldberg, president of Building Blocks Consulting (Manalapan, New Jersey), whose clients include New York Life and MetLife. “This is because there is a great demand in the workplace for immediate results, and coaching can help provide that.” How? By providing feedback and guidance in real time, says Brian Underhill, a senior consultant at the Alliance for Strategic Leadership (Morgan Hill, California). “Coaching develops leaders in the context of their current jobs, without removing them from their day-to-day responsibilities.”

At an even more basic level, many executives simply benefit from receiving any feedback at all. “As individuals advance to the executive level, development feedback becomes increasingly important, more infrequent, and more unreliable,” notes Anna Maravelas, a St. Paul, Minnesota-based executive coach and founder of TheraRising. As a result, she says, “Many executives plateau in critical interpersonal and leadership skills.”

So, should you have a coach? And which managers in your sphere of responsibility might benefit from working with an outsider to help sharpen skills and overcome hurdles to better performance?

The right approach to answering these questions still varies a great deal depending on whom you ask, but input from several dozen coaches, and executives who have undergone coaching, does provide a useful framework for how to think about the role of coaching.

The road to coaching runs two ways
Although both the organization and the executive must be committed to coaching for it to be successful, the idea to engage a coach can originate from either HR and leadership development professionals or from executives themselves. In the past, it has more often sprung from the organizational side. But given the growing track record of coaching as a tool for fast movers, “We see more executives choosing coaching as a proactive component of their professional life,” says Cheryl Leitschuh, a leadership development consultant with RSM McGladrey (Bloomington, Minnesota).

Executive coaching is not an end in itself
In spite of its apparently robust potential, the very act of taking on a coach will not help advance your career. In other words, don’t seek coaching just because other fast movers in the firm seem to be benefiting from it.

Coaching is effective for executives who can say, “I want to get over there, but I’m not sure how to do it,” says James Hunt, an associate professor of management at Babson College and coauthor of The Coaching Manager (Sage Publications, 2002). “Coaching works best when you know what you want to get done.” Perhaps, in spite of your outstanding track record, you haven’t yet gained the full interpersonal dexterity required of senior managers—for example, you’re not yet a black belt in the art of influence, which is so important in the modern networked organization. Honing such a skill might be an appropriate goal for a coaching assignment.

But simply having a clear purpose won’t guarantee coaching value, says Michael Goldberg. “You have to be open to feedback and willing to create positive change. If not, coaching may not be the answer.”

There are certain times when executives are most likely to benefit from coaching. Executives should seek coaching “when they feel that a change in behavior—either for themselves or their team members—can make a significant difference in the long-term success of the organization,” says Marshall Goldsmith, a high-profile executive coach and author of eighteen books, including The Leader of the Future (Jossey-Bass, 1996).

More specifically, the experts say, coaching can be particularly effective in times of change for an executive. That includes promotions, stretch assignments, and other new challenges. While you may be confident in your abilities to take on new tasks, you may feel that an independent sounding board would be beneficial in helping you achieve a new level of performance, especially if close confidants are now reporting to you. More so, you may recognize that succeeding in a new role requires skills that you have not needed to rely on in the past; a coach may help sharpen those skills, particularly when you need to do so on the fly.

But coaching is not just for tackling new assignments. It can also play an invigorating role. Coaches can help executives “develop new ways to attack old problems,” says Vicky Gordon, CEO of the Gordon Group coaching practice in Chicago. “When efforts to change yourself, your team, or your company have failed—you are frustrated or burned out—a coach can be the outside expert to help you get to the root cause and make fundamental changes.”

One increasingly common use of coaching for senior executives focuses on the challenges of managing younger workers, and on helping executives better understand and lead a new generation of employees whose work ethics and values are different, says Stephen Fairley, president of Chicago-based Today’s Leadership Coaching and coauthor of Getting Started in Personal and Executive Coaching (Wiley, 2003).

Coaching engagements should be part of a larger initiative
“Coaching works when it’s systematic,” says Babson’s Hunt, and many organizations use coaching as an integrated part of a larger leadership development program. Increasingly, firms incorporate “360-degree” feedback, using the results to indicate areas in which an executive might benefit from working with a coach. Has your feedback revealed an area in which you would like to improve? Is it a skill you need to refine in order to advance through the organization? Would you benefit from an outside perspective? The answers to these questions help gauge the potential value of coaching.

Coaching can provide benefits not available elsewhere
“One of the big benefits of a coach is that they aren’t tied to the organization, your friends, or anyone else,” says Washington, D.C.-based executive coach Linda Finkle. “They are tied to you only, so they support what you want and where you want to go.

“Even our families, who want the best for us, can’t be unbiased or totally objective. What you do or do not do impacts them, whether it’s positive or negative. A coach is not impacted by your decisions, your wins or losses, or anything else.”

As Finkle notes, this doesn’t mean that company goals aren’t supported by coaching—indeed, the coach was most likely hired by the company to support the executive’s efforts to achieve those goals. Even so, the role of the coach is not to represent specific company needs or interests. “The perspectives they provide, the alternatives discussed, and everything else has no agenda except to support the coachee,” she says.

For better or worse, many executives can’t find this type of conversation partner—what Harvard Business School professor Thomas DeLong calls a “truth speaker”—elsewhere in their companies. 

Reprinted by permission from “Methodology: Do You Need an Executive Coach?” Harvard Management Update, Vol. 9, No. 12, December 2004.

See the current issue of Harvard Management Update

Paul Michelman is the editor of Harvard Management Update.

Are There Organizational Risks to Coaching?

by Paul Michelman

Ideally coaching is a three-way partnership between the executive, the coach, and the organization, in which all involved agree on specific goals and parameters. Even so, no one can really control coaching’s outcomes.

So should companies worry that the coaching experience will reveal to valued executives a motivation that leads them astray from the intended organization path—or away from the firm altogether?

Here’s one way to look at it. If an experience—through coaching or anything else—reveals an interest that leads an executive away from the firm, everyone stands to gain. The executive finds a better fit and, ideally, a space in the firm becomes available to someone who is motivated by the challenges at hand. It’s much the same thinking that companies have gone through regarding leadership-development programs at large. The occasional departure of a manager in whom the firm has invested a great deal is offset many times over by the increased value of those who remain.

Reprinted by permission from “Methodology: Do You Need an Executive Coach?” Harvard Management Update, Vol. 9, No. 12, December 2004.

Why Do Coaches Ask Questions?

Questions is an integral skill of a coach. Successful coaches are those who always thrive to help the coachee to think for alternatives to their current limiting factors and therefore bring about a positive change & influence. I will examine in this post the following;

  1. Purpose of questioning
  2. Why coaches don’t advocate or provide solutions
  3. Why questions are so much more useful to both the parties

What is purpose of questioning?

Coaches ask questions in coaching conversations essentially to help you give voice to your thoughts, feelings, & hopes. Through questions the coach influences you to action. Each time the coach places a question to you, the question causes you to think for an answer, either aloud or mentally. Most often coaches ask you intelligent questions, which not only heightens your awareness but also become conscious about your capabilities both positive & negative, thereby leaving a strong influence on you.

Why coaches don’t advocate or provide solutions?

When you are involved with the coach in a conversation, you thoughts are focused initially on the problems and subsequently on the potential solutions. Though, most, coaches are experienced, well learned besides having the desired experience, their exposure to your environment is limited. Your behavioral impact with your constituents & the concerns which you are experiencing are very different from what the coach potentially has experienced or perceives you to be experiencing.

Should the coach advocate or make assertion of a particular solution to you at the given time, it is not likely to work in your environment because the coach perceives the situation from his point of view of what you might be experiencing or what he thinks you should be doing rather than what you are actually experiencing.

By inquiring / questioning the coach influences your thought and actions. When the coach places a question to you, you will think what you will think and not what the other person thinks what you should be thinking. When you have given voice to your thoughts, action will follow your thought. The coach acknowledges your current frame of mind and feelings. His job in the conversation is to help you break away from the self limiting belief’s and form new mental models, thereby influencing you to a positive change.

Why questions are so much more useful?

 

Questions as I said provides voice to your thoughts, feelings, & hopes. Perhaps it may or may not happen in public, but you are more likely to carry it around privately for sometime and incubate your thinking process before you bring out a positive produce. Thus the process of alternative thinking brings about a positive change of direction in your thinking, wherein you open the door on the possibility of new actions and new results.

Another reason that questions are so much more useful is that they stimulate you to find answers from inside of you, as opposed to finding answers from the external world of people who would make assertions on you. Duplicating their success in your environment may not be possible.

I trust the above has lent clarity to you about the purpose of the questions which your coach is likely to ask or asks you in a coaching conversation.

What is the Role of the Coach?

The role of the coach

Congratulations, you have decided to hire a coach to work with you to effectiveness and growth. You might probably be interested in knowing what the coach does before, during and after entering into a coaching / business relationship with you, don’t you? So here we go.

The following are the essential tasks which the coach performs;

  1. Scope of coaching
  2. Structuring the coaching process
  3. Defining boundaries
  4. Executing the coaching conversation
  5. Evaluating the coaching impact on the client
  6. Terminating the coaching contract

Scope of coaching:

 Most often scope of coaching is normally communicated by the client to the coach, whilst in the case of sponsored client either the line manager or the HRD practitioner presents the coaching problem to the coach. Normally this should suffice to plan the coaching assignment. However some business coaches discusses at length to diagnose the coaching problem and establishes the theme and duration of the coaching contract, which usually spreads over 3 months to 6 months and in senior organization managers it may extend up to a year or two.

The coach typically establishes the ‘Scope of coaching’ – coaching goals &‘Time stretch – duration of the coaching engagement’. Once these are ascertained, the coach makes the proposition to the client and enters into a commercial contract besides coaching contract with the coachee as well.

Structuring the coaching process:

 

Most often, in case of sponsored clients, the organization develops & proposes the coaching structure and guidelines. The coach develops a step by step approach explicity outlining the stages. Some coaches prefer to engage with a 360 degree of constituents of the coachee’s interface to evolve the potential goals for the coachee.

Based on the data gathered, the coach draws out the coaching contact plan for the coachee and presents it for internalization and subscription.

Defining boundaries

 

Coaches are concerned with managing the boundaries of their relationships. Consequently 3 kinds of boundaries management issues are worth communicating here;

  1. Time – duration of the proposed coaching contract, intervals between calls, & duration of the conversation.
  2. Scope – Coaching goals
  3. Professional limits – What the coach can undertake and what the coach won’t and consequently refer the request to another professional

Executing the Coaching Conversation

 

The coachee calls or meets the coach at the appointed time and date. The coach engages with the client, after some initial relations talks gets working the client by seeking permission and clearing the space. The coach is always present with the client through out the agree time of conversation (anywhere between 45 minutes to 1 hour).

The coach whilst engaging with the client demonstrates the following competencies;

A. SETTING THE FOUNDATION

1. MEETING ETHICAL GUIDELINES AND PROFESSIONAL STANDARDS
2. ESTABLISHING THE COACHING AGREEMENT

B. CO-CREATING THE RELATIONSHIP

3. ESTABLISHING TRUST AND INTIMACY WITH THE CLIENT
4. COACHING PRESENCE

C. COMMUNICATING EFFECTIVELY

5. ACTIVE LISTENING
6. POWERFUL QUESTIONING
7. DIRECT COMMUNICATION

D. FACILITATING LEARNING AND RESULTS

8. CREATING AWARENESS
9. DESIGNING ACTIONS
10. PLANNING AND GOAL SETTING
11. MANAGING PROGRESS AND ACCOUNTABILITY

Terminating the coaching contract

In a normal circumstances coaching contracts are terminated or renewed at the end of the agreed schedule. Most often the relationship between the coach and coachee is so powerful and meaningful, that the coachee’s choose to renew the relationship but stager the frequency of calls by increasing the interval. However there are certain other extraordinary circumstances under which the contract can be terminated by either parties involved.

  1. When the coach does not find the coachee keeping up the commitments,
  2. When the coach does not find the coachee working on the action items established as a result of the contract,
  3. When the coach is not able to add value to the client,
  4. When both the parties are not able to establish a meaningful chemistry with each other,
  5. When the coach’s coaching competence is falling short of expectations,
  6. When the coach or coachee has or both have breached trust,
  7. When the coachee’s goals have undergone a structural change and a new contract has to be established, or the sponsoring organizations wants to defer the plan,
  8. When the coach is not able to provide time for the coachee,
  9. When the coachee is not able to provide time for self developemtn,
  10. When the coachee quits the organization (in case of sponsored client), etc

Remember coaching is a two way process. The coach’s goal is to work with the client towards the effectiveness and growth of the client, whilst the client’s goal is to accomplish their goals with the coach as a catalyst. A coach at call is worth a many discussion boards.

So when you engage a coach to work with you, remember what to expect and ask the coach.

What is the role of the Coachee / Coached?

What is the role of the client in coaching relationship?

Earlier, I had defined coaching as a process of conversation between a coachee & the coach, wherein the coach helps the former to identify solutions by stimulating the person to think through alternatives, over self limiting beliefs & experience action learning. Consequently the coaching process puts the client in a very active role. Nothing much of importance will happen as a result of coaching unless the client wants it to happen. The sponsoring organization members namely, HR Manager, Line Manager are only supporting characters. It is up to the client how best the process can be leveraged upon.

The active role of the client starts at the very beginning, when a coaching intervention is being considered (in case of your coaching is being sponsored by your company).

  • It is at this stage the client makes the decision to be in it or out of it, with whom he will engage, & what specific outcomes are aimed.
  • If you are an individual who is hiring a coach to help in developing yourself, you better understand that the coach will only be able to work with you when you are ready to work with the coach and work on the outcomes as a result of the coaching.

Further the coach can engage with you only when you demonstrate what results you have been able to achieve. Remember, the coach’s job is to keep the train in continuous motion to reach the desired destination, should you choose to be a stationary train and expect the destination platform to reach you, the coaching relationship is likely to break. The coach will not bring results to you, it is you who will bring results with the help of the heightened awareness created by the coach. The coach would expect you to be prepared at the time of coaching, though the coach would seek your permission to work with you.

In the following few para’s I am going to be exploring some of the areas which are essential for you to know in order to become aware of your role & the coach’s expectations.

  1. Coachees are anxious
  2. What are the ground rules
  3. What are the responsibilities of the coachee
  4. The business relationship between the coached & the coach
  5. What are the time commitments
  6. What are the responsibilities to the organization (in case of sponsored client)

Anxiety

It is natural for you to feel anxious, as this is only the first or the second meeting you are having with your coach. In your first meeting the coach has possibly briefed you about the process and also entered into a coaching agreement with you. You will be expected to read through, internalize, and place your consent w r t the coaching process. This is called as coaching agreement. Besides, these some coaches also assess your preparedness to undertake coaching through a survey called the ‘Coachability Index’. Mind you the coach wants to be sure that you are prepared to undergo coaching, else he will not be able to engage meaningfully with you. Like you, your coach is also experiencing anxiety. Consequently, it is best advisable that you meet your coach with clear intentions.

Your coach may seek your permission to ask you questions to get to know you better and ask question to direct your thinking process. These questions will involve disclosing some of your closely guarded thoughts & feelings, which is likely to make you feel vulnerable. However, exploring these will help you to overcome self limiting beliefs, and formation of new paradigms. Perhaps you must trust your coach here, because your coach is interested in your well being and may be he has already explained to you the ‘confidentiality clause’. Remember the hedonistic principle, ‘there is no gain without pain’.

Another source of anxiety is what happens if coaching does not answer my questions or it does not help me become successful or it is taking far too long time than planned? It is not uncommon for a client to worry about these things. These anxieties can be discussed with the coach, as by now you and your coach would have developed a good chemistry. It is my experience that coaching goes better with open exchange of information leading to trust.

To sum up, anxieties do exist. Therefore the client is best advised to:

  • explore specific areas on which he or she wants to accomplish achievement,
  • prepare for the conversation with the coach,
  • be open and willing to share appropriate information,
  • connect with the coach at appropriate intervals & at agreed time slots,
  • work on the commitments made,
  • review results with the coach,
  • keep the relationship going.

Ground Rules

One of the primary responsibilities of the coach is to create safety for you. Consequently, you will experience the coach repeatedly seeking you to be;

  • focused on one issue for the conversation
  • responsive to his questions, which you have permitted him to ask
  • reflective to the questions
  • observant
  • methodical & planned
  • action oriented
  • own yourself in order to create your destiny

besides the above, you will be expected to;

  • call at scheduled time
  • keep a track of your promises to yourself and the actions you have implemented
  • review the results of the actions implemented
  • be open and frank with the coach
  • provide objective feedback to the coach w r t your current sense of being
  • actively seek out the coach’s time

when you ensure the above are abided by, you will be able to build long and sustaining relationship with your coach, which would help in the coach facilitating your to accomplish greater results.

Taking Responsibility

Coaching is successful only when you take responsibility for your thoughts, feelings, & actions. Remember thoughts and feelings lead to action. Actions lead to results. You are looking at becoming successful and therefore it is in your interest that you become responsive.

In the coaching conversation, the coach’s role is to ask your specific question which is aimed at helping you think out of the box, get you to reflect on the stimuli from the environment and its constituents in order to establish the impact on you. Therefore you will be expected to think through and respond to the questions. Coaching is successful only when you give your voice to your thoughts, feelings, & hopes.

Coaching becomes progressive when you implement the actions you promised yourself during the conversation. The coach is interested in knowing ‘What you did, before the present conversation, to demonstrate your effectiveness or improvement over the previous week?’ The coach is not interested in knowing your reasons or blaming the situation for not implementing what you had promised. Each time you go for the call with no action, remember you have only succeeded in being stationary on the journey line.

To summarize, you are the master & the slave of your new destiny to be created by you, therefore you will continue to give voice to your thoughts, hopes & feelings, develop action items, act on them by implementing them, review them with the coach, develop corrective action plans and implement them. Follow the cycle.

Coached & Coach Relationship means Business

 

 

The coach has been hired for a specific purpose. Likewise there are others who are working with the coach on different assignments, not necessarily akin to your development need. The results accomplished as a result of the intervention could have short & long term impacts on business results, besides benefiting many others in your work life as a result of your being strengthened. These could be valuable for the sponsorer, as there is going to be a ripple effect in the environment.

Your HR department will have clear cut milestones defined for your development & review to evaluate the investment made on the process. Thus you see the relationship is business.

 

Time Commitments

Coaching conversations may take shape in any forms such as;

  1. personal meeting
  2. remote conversations using telephone
  3. remote conversations using email or internet
  4. follow up as a result of a training workshop

The coach will establish with you the frequency & the duration of the conversation. You will be expected to make time for the conversation and call up your coach at the appointed time. This is one good opportunity for you to demonstrate your integrity to the coach.

Should you desire to reschedule, you will have to call your coach or write to the coach at least 24 hours in advance to communicate the change in the program and seek alternate slots. Mind you coach’s time is equally precious as yours.

Your responsibility to your organization

 

If you have been sponsored by your organization, it is obvious that your company would like to hear from you;

  • ‘how you are doing?’,
  • ‘what improvements have you made?’,
  • ‘what plans do you have for the immediate future?’,
  • ‘what support you require from your manager or the other constituents in your environment?’,
  • ‘would you recommend this initiative to others?’, etc.

Having read the above, I am sure you will approach your coaching relationship with your coach with greater awareness and hold your accountable to generating positive changes to yourself, shut those incomplete self talks, close those unfinished agenda’s, connect with those whom you have shut out from our work or personal life.

Take charge, navigate and drive your own course!.

As a parting thought, here is a thought as quoted by Donald Trump “if there one thing you think about, you better think BIG”.