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Carrying out the Coaching Coaching for Performance Coaching for Performance Every Leader a Coach Nurture and Grow Planning and Preparation Prepare the Ground The Role of a Leader – Performance & Engagement

Belief

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
BELIEF”.

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

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Carrying out the Coaching Coaching for Performance Communicating with Impact

Who is Really Listening?

A lot has been written about listening skills. I list some good further reading from eminent sources below. There is also ‘Levels of Listening’ in the Coaches Toolkit on this website. I recently decided to do my own research into the subject. OK, my research methods were a bit wonky and my sample sizes tiny …. however I thought I would share my findings and see what you think. Five things to avoid and five ideas to inspire.

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Carrying out the Coaching Coaching for Performance Communicating with Impact Self-Insight

Feedback: The Storm Within Us

In my recent professional years, I have concentrated on receiving feedback to continue improving. My personal theory is centered on the fact that when a specific situation of my life put me in an uncomfortable place, at the end, the whole situation resulted in personal improvement.  There was during an improvised coaching session with a friend when I started referring to these uncomfortable situations as “personal storms”.  And it is during this so-called storms that I experienced all kinds of emotions inside of me.  This is a unique opportunity that life give us to embrace these emotions and start asking us the “why’s” and understand more about us and the origin of the storm.

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Carrying out the Coaching Coaching for Performance Leadership Coaching Planning and Preparation Reviewing and Follow-Up

Coaching the Coach – Who, Why, When & What?


I was recently asked by one of our Blog Subscribers how I provide follow up coach-the-coach support to participants in my Coaching Master Class Program (CMC). He is aware of the CMC program but has not participated in it himself. Good question I thought. I know what I do, but I have never written it down for the benefit of others. So here we go. Let’s put that right and summarise coaching the coaches in two distinct phases: Phase 1 is immediately after the CMC training; Phase 2 is the ongoing workplace coach-the-coach support.

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Carrying out the Coaching Every Leader a Coach Planning and Preparation

Are you (REALLY) listening to me?

The other day I was reflecting and I think I became a better leader after becoming the head of family and father. There might obviously be many influencing factors like maturity, additional responsibility, and lifetime plans but, deliberating about key aspects, I realised that it has a lot to do with my ability to empathize and listen to them –  something I have developed.

Last summer I decided to do some activity with my younger son (Murilo) – who was 10year-old at that time. The plan I envisioned had twofold objectives. I wanted to do some sport and longed to spend valuable time with him, who is growing very fast. The agreed activity was running and I named us the “Silva-runners” to make fun of it.

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Coaching for Performance Driving for Results Reviewing and Follow-Up

Coaching for Performance #3 – REVIEWING

What does reviewing performance involve a leader doing? What options does the leader have for the way they invest their time? How does the leader add value? What are typical coaching goals? What resource material does the leader need as a platform for the coaching? What tools does the leader need from the Coaches Toolkit? I start with an overview of coaching for reviewing performance. I then draw on the experience of two senior leaders I have worked with and observed in action.

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Carrying out the Coaching Coaching for Performance Driving for Results

Coaching for Performance #2 – SUPPORTING

What does supporting performance involve a leader doing? What options does the leader have for the way they invest their time? How does the leader add value? What are typical coaching goals? What resource material does the leader need as a platform for the coaching? What tools does the leader need from the Coaches Toolkit? I start with an overview of supporting for performance. I then draw on the experience of two senior leaders I have worked with and observed in action.

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Carrying out the Coaching Coaching for Performance

CRER – SONHAR – PLANEJAR – EXECUTAR


Na minha estada no Brasil, tive a honra e o privilégio de ter sido convidado para conversar com os acadêmicos de duas renomadas entidades de Ensino Superior na Região Sul do Brasil,  Univille e o Instituto Federal Catarinense.

Nessas sessões, tive a oportunidade de conhecer grandes mestres/professores e acadêmicos extremamente interessados, preparados e focados em seu desenvolvimento – uma inspiração para mim!

No convite, a expectativa inicial era para que eu falasse sobre minha profissão. Porém, devido ao termo de confidencialidade que mantenho com o projeto do qual hoje faço parte, busquei outro tópico.

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Coaching for Performance Driving for Results Planning and Preparation

Coaching for Performance #1 – PLANNING

What does planning performance involve a leader doing? What options does the leader have for the way they invest their time? How does the leader add value? What are typical coaching goals? What resource material does the leader need as a platform for the coaching? What tools does the leader need from the Coaches Toolkit? I start with an overview of planning performance. I then draw on the experience of two senior leaders I have worked with and observed in action.

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Coaching for Performance Leadership Coaching

Leadership Interview: Caroline Wu ‘My Coaching Journey’

I first started working with the Top Team at Maersk Line East China Cluster (PRE) in Shanghai when I visited them in April 2011 to kick off the Coaching Master Class program. Caroline Wu was a member of the senior management team and starting out on her coaching journey.

I was very fortunate to be working with Caroline at that time. She translated my facilitator guide into Mandarin for the train-the-train roll out of the program. She also co-facilitated the program with me the following year for the North China Cluster (PRN) in Qingdao.

Here she reflects on that journey four years on. Caroline has been promoted twice in that period. I was lucky enough to capture her thoughts on her coaching journey at each stage. What has she learned along the way? What can we learn from her experiences?