Bitesize Leadership Techniques – Coaching for Performance Part 2

Carrying out the Coaching is about using purposeful questions to help your Coachee establish goals, explore their current reality, generate and select options and take responsibility for their way forward.

Coaching for Performance is one of my Bitesize Leadership Techniques. They are exactly what the title suggests. Short snippets of leadership tips, tools, process and ideas for you to use on a just-in-time basis. Use them as an update and to refresh your leadership professionalism. You could call it leadership in a hurry! This article is the second of three about Coaching for Performance: Carrying out the Coaching. Planning for Coaching. The first article was about Planning for Coaching. The next article is about Reviewing and Follow Up.

This article is an Executive Summary of my eBook of the same name – Coaching for Performance –published on Amazon Kindle. If you are a subscribers to Kindle Unlimited you can read the eBook for free.

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Totito’s space (The comfort zone)

In order to prove to yourself what you are capable of doing, you need to step out your comfort zone, otherwise you are limiting yourself and you will never grow.

“In order to prove to yourself what you are capable of doing, you need to step out your comfort zone, otherwise you are limiting yourself and you will never grow”, sounds familiar?.

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Leadership Learning Log Case Study 2 ‘Best’ Session: Jerry Chen & Jennifer Yao, Shanghai

The Leadership Learning Log is a great tool to help Coaches critically and objectively reflect on recent coaching sessions.

The Leadership Learning Log is a journal which evidences learning and skills development. It is not just a diary or record of ‘what you have done’, but more to the point it is a record of what you have learnt, tried and critically reflected upon.

I use the Leadership Learning Log in my Coaching Master Class (CMC) programme as a tool to follow up the training. I call this ‘Activity 1: Looking Back’. At the end the training I challenge participants to run up to five substantial pre-planned coaching sessions over the following six week period. I ask them to select two of these sessions for self-assessment – the ‘Best’ and the ‘Most Challenging’ – and answer the questions in the Leadership Learning Log for each session. This is their preparation for our first on-to-one coach-the-coach session.

For this article we go back to my friend Allen Tu in Shanghai. Allen is KCGFF Sales Team Leader for Maersk (China) Shipping Co and he attended my Coaching Master Class (CMC) programme in 2011. Using my material he kicked off his ‘Buddy’ Coaching programme in 2016 for his direct report sales managers. One of those managers is Jerry Chen who is the senior manager focussing on Electronic key clients. And Jennifer Yao is an account manager reporting in to Jerry.

In this second article about their coaching experience, we look at how Jerry used the Leadership Learning Log self-assessment questions to reflect on his ‘Best’ case coaching session with Jennifer.

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Leadership Learning Log Case Study 1 ‘Most Challenging’ Session: Jerry Chen & Jennifer Yao, Shanghai

The Leadership Learning Log is a great tool to help Coaches critically and objectively reflect on recent coaching sessions.

The Leadership Learning Log is a journal which evidences learning and skills development. It is not just a diary or record of ‘what you have done’, but more to the point it is a record of what you have learnt, tried and critically reflected upon.

I use the Leadership Learning Log in my Coaching Master Class (CMC) programme as a tool to follow up the training. I call this ‘Activity 1: Looking Back’. At the end the training I challenge participants to run up to five substantial pre-planned coaching sessions over the following six week period. I ask them to select two of these sessions for self-assessment – the ‘Best’ and the ‘Most Challenging’ – and answer the questions in the Leadership Learning Log for each session. This is their preparation for our first on-to-one coach-the-coach session.

For this article we go back to my friend Allen Tu in Shanghai. Allen is KCGFF Sales Team Leader for Maersk (China) Shipping Co and he attended my Coaching Master Class (CMMC) programme in 2011. Using my material he kicked off his ‘Buddy’ Coaching programme in 2016 for his direct report sales managers. One of those managers is Jerry Chen who is the senior manager focussing on Electronic key clients. And Jennifer Yao is an account manager reporting in to Jerry.

In this first article about their coaching experience, we look at how Jerry used the Leadership Learning Log self-assessment questions to reflect on his ‘Most Challenging’ coaching session with Jennifer.

Continue reading “Leadership Learning Log Case Study 1 ‘Most Challenging’ Session: Jerry Chen & Jennifer Yao, Shanghai”

The Confident Coach 2: Purposeful Questions

What makes a new coach confident about their coaching approach? How does this translate into their ultimate success as business coaches?

This is the second in a series of five articles about The Confident Coach. I thought it would be interesting to discover the factors new coaches starting out on their coaching journey report they are confident about; and how this is a predictor of their ultimate success. To do this we must track their progress over the first 18 weeks of the Coaching Master Class programme. Here’s how the programme works. After the initial training I run three coach-the-coach sessions at six week intervals. Session one focusses on the new coach’s confidence in the five key elements of the training. Session two on the business results being achieved with coaching. And session three to assess coaching capability. A couple of years ago I ran a worldwide Coaching Master Class programme for 100 top leaders. I’ve looked at my notes from coach-the-coach follow up sessions with the top 20 from this group to see what makes them ‘Confident Coaches’.

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Leadership Interview: Michael Han ‘My Coaching Journey’

“I want more leaders in this Company join this great journey; once and forever this will change our way of leading people and managing business. As a coaching ambassador and trainer, I aim to help more people become professional leaders, to use these great tools in their daily life and become great coaches”.

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.

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