By Sara Thorpe
Jam-packed with functional details, case experiences and workouts, this all-inclusive ebook bargains an easy and sensible procedure for training others.
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Additional info for The Coaching Handbook: An Action Kit for Trainers & Managers
We need to ensure that we are objective and that our observations are based on the facts of what we have seen or heard – ie, to continue our example, we could note that the volume of the person’s voice went up. Tip for effective observation • Prior to the experience, discuss with the coachee what you will be looking for, including what he or she wants you to look for. • Write these criteria down one side of a page – then you can note down what the coachee says or does against the relevant point.
People certainly should not be presented with a fait accompli; their permission must be sought prior to or at the start of the event. • Environment. Is there space and is it safe for you to observe? For example, if your coachee is driving a specialized machine or doing something in a confined space, observing him or her will be impractical. Have you got the right equipment to attend the place of work, eg high visibility clothing or safety equipment? • Time. It might be that the task that you are observing takes several days, so you may agree that you do not watch all of it, only parts.
The second option is to ask the coachee how he or she wants to structure the conversation with a statement/question such as ‘I want to hear from you how you think it went; I also have some views of my own. ’. Sometimes when you have a specific message to give, self-evaluation used first can muddy the issue or not give you the platform you hoped for. For example, if the performance was poor, and the coachee’s self-appraisal is that it was excellent, you have set up a potential conflict situation, which might have been avoided if you had given your feedback at the start.