Back in October 2016 I published an article ‘Coaching is Blooming in Shanghai’ about General Manager Sales, Allen Tu and his team. Allen attended my Coaching Master Class programme in 2011. Much to my delight he kicked off a coaching programme for four of his sales managers in 2016 using my material. He promised to keep me in touch with their progress. Here is the first coaching interview and case study.
In the midst of own research with learners in formal educational settings and those coached through virtual reality technologies, I discovered what formed the bedrock to my coaching and leadership interactions – Five Levers. The associations between one’s Identity, Presence, Co-Presence, Emotional Intelligence and Immersion produce an effective sense of being in those experiences.
According to Chartered Institute of Personnel and Development ([CIPD] 2017) coaching supports individuals become high-performers in their workplace activities. The coaching relationship is targeted at the specific skills, behaviour and goals identified by the individual and their employer. The duration of the relationship is variable and has no fixed timescale; it is proportional to the individual’s development and Mastery of practice (Pink 2011). From the onset, a coaching relationship has a purpose of aligning human abilities to organisational leadership. The Coachee has a goal to unlock and fulfil their potential; they may wish to become better furnished with know-how in dealing with complex and challenging organisational situations.
Preparing yourself mentally for coaching is about coming to a shared understanding with your boss and your peers on what ‘good’ coaching looks like. This is the second of two short articles on the concepts of good coaching. It is based on the pre-reading assignment I set for leaders attending my Coaching Master Class training.
Calling all Apprentice fans. I’ve decided to lift the lid on that ‘exercise’ and explain how it helped finalist Courtney Wood shine in his final pitch.
We were asked to be part of ‘The Apprentice’ final but ended up with more airtime on the ‘You’re Hired’ programme following it. If you saw it you’ll know that one exercise in particular became a running theme with Rhod Gilbert, the ‘You’re Hired’ presenter, who even made it part of his opening segment.
We live in a society where being introvert – or ‘quiet’ – is often labelled as a limitation. After many years of working with teams, I have reached to the conclusion that this statement is so far from being true. What most people fail to acknowledge is that every team need their fair share of ‘quiet’ players. These are the ones that think and follow an introspection process before reacting. This virtue is so crucial in the planning part prior to executing. Quiet teachers that allow students to express and pay attention to their needs instead of following a standard ‘one size fits all’ script. These are the true ambassadors of the ‘do more and talk less’ principle so commonly found in over achievers. In most recent times, I have had the opportunity to learn from a few outstanding ‘quiet ones’.
Preparing yourself mentally for coaching is about coming to a shared understanding with your boss and your peers on what ‘good’ coaching looks like. This is the first of two short articles on the concepts of good coaching. It is based on the pre-reading assignment I set for leaders attending my Coaching Master Class training.
I first started working with the Top Team at the Far East Asia Liner Operations Cluster (FEALOC) in Shanghai when I visited them in January 2013 to kick off the Coaching Master Class program. Michael Han was a member of the senior management team and had already made a start on his coaching journey.
Michael turned out to be one of the bright stars of the coaching work I did in 2013 in eight different worldwide locations. He is a great coaching ambassador and trainer. His humbleness meant he often used to hide this brightness. Here is an example. In one of our coach-the-coach sessions I gave Michael positive feedback on the great results he was achieving with his coaching. Then came the humble bit from him: “OK Trevor – that’s all bright side. But what can I do better?” In another example I observed this characteristic again in group sessions where he instinctively held back from offering his views on a topic to allow others to contribute. He was making sure others were able to shine.
Michael became a facilitator for Coaching Master Class program and rolled it out to the next leadership level in China and in Japan. He is a bright shining star for coaching in the Far East.
Here Michael reflects on his journey three years on. I took Michael through four stages of his coaching development journey to find out what he has discovered along the way, and what can we learn from his experiences.
‘Setting a goal is not the main thing. It is deciding how you will go about achieving it and staying with that plan’. Tom Landry (American football player)
This post is the third of four articles related to coaching elements (“Belief-Dream-Plan-Execute”). After having listed your dreams or goals, it is time to create a plan so you can revisit them on a daily basis, your energy is channelized in achieving that and also to ensure you are on track and heading in the right direction towards your ultimate goal! It is like ships and a voyage plan, external factors, and conditions may force the ship’s command to constantly alter its route for the sake of safety, security or even fuel saving but the ultimate goal is to, safely, reach its destination. “In life, to reach ultimate destination/goal/dream!”
Coaching is both a technique and a mind-set. For the ‘Coachee’ to keep its radar on opportunities, listen and respond positively to coaching and feedback. For the coach, it means adopting an inquisitive, non-directive approach. Asking purposeful questions, listening and giving feedback. Although the ‘Coachee’ is in the driver’s seat, it is two ways cooperation and the plan will serve as a contract between the ‘coach’ and ‘Coachee’ to work together and measure progress.
Measuring progress means for the ‘Coachee’ to see progress and build confidence by feeling/seeing him/herself closer to its objective. For the coach, this gives the opportunity to decide where to invest its discretionary leadership time to carry out the coaching along with return on coaching investment (ROCI) in line with both, business results and ‘Coachee’ development/career progression.
In my posts, I usually share lived experiences and, in this one I want to share one that ‘planning’ gave me very positive results and which played both the ‘coachee’ and ‘coach’ role. This post will not go into details of ‘planning coaching sessions’ as it is being thoroughly covered by Trevor Sherman in different articles.
Parliamentary copyright images are reproduced with the permission of Parliament.
I have been a subscriber to the Spectator magazine for some time. In fact, it is the only ‘newspaper’ we take in my household. All of our other news arrives online. Once a week this noble publication, full of contemporary political and social commentary, slides through my letter box. Imagine my delight when a recent article by two top Spectator journalists seemed to imply that our British Prime Minister, Theresa May, is using the Coaching GROW model!
In my post “Acreditar–Sonhar–Planejar–Executar”, I wrote about my presentation to sophomores of two renowned universities in Brazil and briefly covered the four elements of coaching “Belief-Dream-Plan-Execute”. To give a better perspective of each element, I decided to post four articles covering each of them and today it is about
When I published the article in Portuguese back in August, a friend of mine wrote to me asking “Domingos, shouldn’t “dream” come prior to ‘belief’?” and my answer in form of question was “can someone dream about achieving something without believing he/she can accomplish that?” well, some people may possibly can but I personally trust that everything starts with BELIEF… Could Neil Armstrong have kicked up the dust on the moon if he didn’t believe he could get there? Before dreaming about that accomplishment and to plan the steps he first believed. (For those of us who believe that he was there J)
I recently started the mentoring session with one of the talents as