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MY JOURNEY AS A COACH                SOME REFLECTIONSABC: 19th July 2012                RR Nair                           ...
Challenges / Dilemmas: A few illustrations…• Who is the sponsor, and why?• From the leader’s perspective, do I need a coac...
• For the coach, being self aware of one’s own  vulnerabilities• Living the values; dealing with ethical boundaries; integ...
• Don’t like the expression ‘coachee’! ‘Coachee’ vs  ‘development partner’; partnering with people to design the  coaching...
• Challenges relating to diagnostic of the 5 necessary  conditions for development (Motivation, Capabilities.  Insights, R...
• How to balance between ‘challenge’ and ‘support’; what  is the most positive and powerful thing that the coach  can do t...
• How to practice 30:70 ratio? The power of AI, active  listening and use of ask/tell repertoire• Transforming from ‘burde...
Lessons Learned:•Be totally committed to the person•Be diligent about purpose and stay grounded•Be action-centric; make th...
• Be concrete; constructively critique; give the person  what is needed, not what is asked• Inspire the person to be a non...
• Attach importance to formal and informal coaching  conversation; will facilitate context setting, rate of  progress, and...
• Coaching is the most customised development  intervention; not amenable to a cookie-cutter approach• It’s all about trus...
Concluding Remarks                     12
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Abc 19 jul 2012 (2) mod final

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ABC hosted the July Monthly Talk by Mr. R R Nair

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Transcript of "Abc 19 jul 2012 (2) mod final"

  1. 1. MY JOURNEY AS A COACH SOME REFLECTIONSABC: 19th July 2012 RR Nair 1
  2. 2. Challenges / Dilemmas: A few illustrations…• Who is the sponsor, and why?• From the leader’s perspective, do I need a coach? And why? What does the organisation expect and require of the person?• Defining client expectations: what would you most like to get out of this; defining coaching goals 2
  3. 3. • For the coach, being self aware of one’s own vulnerabilities• Living the values; dealing with ethical boundaries; integrity issues; “you are not using me very well”; “how do I want to use my coach?” When does the coach realise failure? And what are the choices? 3
  4. 4. • Don’t like the expression ‘coachee’! ‘Coachee’ vs ‘development partner’; partnering with people to design the coaching process• Helping them to deal with ‘blind spots’; altering the paradigm; shifting the focus to the future; how to get out of the mode of looking in our rear view mirror to define the future; focus from weaknesses to strengths 4
  5. 5. • Challenges relating to diagnostic of the 5 necessary conditions for development (Motivation, Capabilities. Insights, Real-world practice, and Meaningful consequence)• How does the coach see the person in real-world situation? 5
  6. 6. • How to balance between ‘challenge’ and ‘support’; what is the most positive and powerful thing that the coach can do to help the person achieve the objectives?• The person experiencing a sense of accomplishment; positive reinforcement; and the ‘pygmalion effect’ 6
  7. 7. • How to practice 30:70 ratio? The power of AI, active listening and use of ask/tell repertoire• Transforming from ‘burden of leading’ to ‘joy of leading’ 7
  8. 8. Lessons Learned:•Be totally committed to the person•Be diligent about purpose and stay grounded•Be action-centric; make the person work; ownership foraction rest with the person; pick up early warning signalson seriousness Contd… 8
  9. 9. • Be concrete; constructively critique; give the person what is needed, not what is asked• Inspire the person to be a non-stop learner; encourage to try new approaches; actively support visible commitment to developing others 9
  10. 10. • Attach importance to formal and informal coaching conversation; will facilitate context setting, rate of progress, and reinforces availability and visibility; show ‘generosity of spirit’• Use a more flexible tool kit offering multiple ways to gain insights• Be holistic 10
  11. 11. • Coaching is the most customised development intervention; not amenable to a cookie-cutter approach• It’s all about trust 11
  12. 12. Concluding Remarks 12
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