Example-coaching for a sustainable improvement of cooperation and leadership effectiveness.
The coaching process runs through various phases:

Setting the framework for the coaching with the coachee

In a first contact with the coachee the mutual expectations, the mode of cooperation, the roles and rules will be clarified. The coach is not counseling nor consulting. The coach will help the coachee to identify developmental needs, leverage existing strength, identify opportunities and become more effective in leadership and cooperation.
The coachee is responsible for the results. The coach is responsible for the process. Also providing a confidential and safe setting is paramount.

Clarifying the topics and setting the objectives of the coaching

In this phase it would be very beneficial to have systematic feedback such as a 360 degree appraisal or comparable information. It is a valuable starting point to identify development needs. Input of HR and the supervisor of the focal person would be highly appreciated. Self awareness and acceptance of strength and skills but also of non effective behavioral patterns in leadership and cooperation are the necessary first step for change. The coach will support this process of self reflection by leading with questions and analytical methods.
The purpose is to improve the way the coachee operates in ways that are measurable and observable by the coachee and the relevant stakeholders. Therefore, the coachee will set specific goals with the coach during this phase. These goals should be agreed upon by the supervisor of the coachee.

Impulses for change, broaden perspectives, mobilize resources to reach the goals

This is about the “how” in making changes the way the coachee operates under certain circumstances. The coach helps the coachee to identify new ways, find solutions and define actions to achieve the desired and more effective leadership and cooperative behavior.

Transfer into practice – sustainable change

For sustainable change a high emphasis should be given on ensuring the transfer of desired behaviors into practice. There are various methods and instruments on how to support this.

– When setting the goals it should be agreed that certain indicators and instruments are being used to review success.
– Mission possible – a detailed questionnaire to plan and prepare the implementation of actions to reach a specific goal.
– Keeping a “transfer diary” – a way of self coaching for the coachee.
– Recognizing and celebrating success

The supervisor’s role

Throughout the entire process the supervisor of the focal person should act as a supporter and should be able to assess desired changes, give constructive feedback and encourage the coachee. This is important in order to create commitment for change and a positive environment for a successful transfer. HR may also play a role in this respect.

Intercultural aspects

Intercultural aspects should become a part of the coaching process If in the focal person’s leadership and working situation she/he is dealing with people of different cultural background. While reviewing her/his leadership style and cooperation this will be taken into consideration and should be an integral part of her/his development.

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