This article is a first for me and for the Leadership Coach Blog. It’s also another chapter in an ongoing story about how coaching is Blooming in Shanghai. Exactly one month ago I published the article about Sales Manager Samson Zhou and the coaching he had been completing with his direct report Tracy Zhi. Now it’s Tracy’s turn to tell her story. For the first time we hear from the person being coached. So listen up Leadership Coaches; see what you can learn from Tracy’s experience as a Coachee.
I usually start off these ‘Leadership Interview’ articles by explaining how and when I met the subject of my interview, and how we have worked together on leadership coaching projects. Not so with Richi Mock. So far I have not met him face-to-face. Yes, we have spoken by phone and had an extensive exchange of emails. Someday I hope our paths cross. As a Guest Author he has contributed eight rich and varied articles to this Blog since last summer. Richi describes himself as: “An experienced problem solver with a pragmatic approach who continuously evolves by facing new and interesting challenges. A passionate coach who leads a successful team and fills his heart with this wonderful experience”. I can’t disagree with that. Let’s find out more about his coaching journey.
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.
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.
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.