TAKING ACCOUNT UF

***********a**********dnn* ******

aeean*e*sro*****'****************************nuaee

******""******e ******s

SKILL/WILL MATRIx
USING THE

coachee's skill and will are high or low, for

Diagnose
nce whether whether the
accomplished:
task to be
the specific training, understanding, role per
on experience,
Skilldepends
ception
on desire to achieve, incentives, security, confi-
Wil depends
dence

SkillWill Matrix

Guide* Delegate Aim of

coachingg

pish

Direct Excite
JSIE
LOW SKILL HIGH SKILL
"See Appendix 4 (page 110) for details of each
approach
Identity the appropriate coaching/management style - e.g, use
Guide' if the coachee
has high will but low skill for the task:
Agree your intended approach with your coachee.

********** **** EXERCISE ****** ** *********** ********

Recall a time
your
whey you were poorly coached or managed. Was
manager's style consistent with your skill and will? Reflect on
ahentapproach
above to managing someone else. Do steps 1-3
suggest any changes
 c o n r N IN A HURRY

NSTANT PAYOFF cOACHING

3. Blocks

Coachee

Others 2. ldeal outcome

1 .P r o b l e m

Situation
4. Brainstorm

current issue or problem, with

coachee to describe the
Ask the
and a small amount of
relevant background.
specific examples
describe the outcome- paint as specific
a
Ask her/him to
as possible of how things would be if s/he had sorted
picture'
Do not to solve the problem, but note down
try
out the problem.
any emerging ideas.
lie between 1
With the coachee, list all the obstacles/blocks that
and 2. Sort them into three groups:
Blocks that exist in the coachee (lack ofskil/knowledge, low
motivation, attitude, etc.)
Blocks that exist in others (anxious customer, manager
stressed and panicking., etc.)
Blocks in the situation (inadequate resources, shift in dead-
lines, etc.).
Juy Drainstorm ways around these blocks, and possible next
S1eps. Agree an
approach, actions and timing.

******** 4 EXERCISE
******
Ity ths on
yourself. If it
tu your advice.
works, try it with the next
person who asks
 MYERS-BRIGGS TYPE INDICATOR - KEY ELEMENTS

Energising (direction ofenergy)

2. Attending (perception)
Extrovert (E) Introvert (1) Sensing (S) Intuition (N)
Internal The 5 senses 6th sense
External
Outside thrust Inside pull What is real What could be
Blurt it out Keep it in ePractical Theoretical
Breadth Depth Present Future
People, things Ideas, thoughts Facts Insights
Interaction Concentration Using established Learning new
Action Reflection skills skills
Do-think-do Think-to-do e Utility Novelty
e Step by step Leap around

3. Deciding (judgement) 4. Living (orientation to the

outside world)

Thinking (T)D Feeling (F) Judgement (J) Perception (P)

Head Heart Planful Spontaneous
Logical system Value system Regulate Flow
Objective Subjective Control Adapt
Justice Mercy Settled Tentative
Critique Compliment Run one's life Let life happen
Principles Harmony Set goals Getdata
Reason Empathy Decisive Open
Firm but fair Organised Flexible
Compassionate
30 THE TAO OF COACHING

***********
STRUCTURING A COACHING SESSION- GRow

So. how do we actually structure a

coaching session? The GPu
(Goal, Reality, Options, Wrap-up) model is one of OW
the most
coaching tools, widely used by many great coaches. common
The framework provides a
simple four-step structure for a
ing session. During the first step of a session coach
coachee agree on a specific topic and [Goal], coach and
During the second step [Reality]), bothobjective
for the discussion.
coach and coachee invite
self-assessment and offer specific
They then move into the third step
examples to illustrate their points.
offered and choices made. And Options), where suggestions are
coachee commit to action, definefinally ([Wrap-up],, the coach and
a timeframe for
and identify how to their objectives
overcome possible obstacles.
Here are a few tips for
using this model:
Use more 'ask' than 'tell'; elicit useful
ideas from your coace
don't just try to
prove you are smart
Inink creatively not just systematically, the
Options and Wrap-up particulary "
steps
ustrate, and check understanding, throughout by uusing Spe
CInic
examples from
-

the coachee's and your own

xperiences

TIf you have a follow-up P or

session, you can obviously

lengthen
shorten each of the four steps as needed
 *****e**neo

THE GROW MODEL

discussion Invite self-assessment

Agree topic for
of session Offer specific examples of
Agree specific objective feedback
aim if appropriate
Set long-term Avoid or check assumptions
Discard irrelevant history

Goal Reality

Wrap-up Options
AIPA N ABAILA AH H

Cover the full range of options

Commit to action
from the
ldentify possible obstacles Invite suggestions
Coachee
Make steps specific and define timing Offer suggestions carefuly
Agree support Ensure choices are made

FYFRCISE