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The first time I heard about this book was during a leadership course to which I attended some months ago. The main ideas of this document were used to teach the coaching as a technique for self-improving and to develop collaborators’ performance. In fact, I would say that this is, besides other things, a coaching book.
The author bases his proposal on the idea that everyone has the potential to perform better. The potential is blocked by the interference. That interference can come from the perception that we need more knowledge, but the author considers that “the problem is not as much about knowledge acquisition as it is Knowledge execution”.
Apart from knowledge, there are other three elements blocked by interference:
- · Faith: our beliefs about ourselves and about others.
- · Fire: energy, passion, motivation and commitment.
- · Focus: what we pay attention to and how.
These three elements which are present throughout the book create with Knowledge what it is called the “K3F” model of human performance. The author releases his model and keeps insisting on the importance of developing each element for a better performance, but they are little the real advices to work on those elements.
The most interesting part of the book, and which I believe we can use with ourselves, is the GROW model for performance improving. This is a technique with four stages where by means of questions, we generate the better ways to achieve our targets. This is an inside-out process, where the person or team has the responsibility of developing his solutions and ideas, and the action plan. The four steps are:
- · Reality: it must be accurate.
- · Options: a brainstorming to come up with all the options.
- · Way forward: what will you do? Make sure it is doable.
The book provides an exhaustive list of questions for each stage, which we can use from goal setting to way forward.
Since coaching is thought not only to work with ourselves but with others, the author proposes different ways to deal with people (performers) depending on their willing to collaborate. Examples of coaching conversation are given; however, I found some of them a bit fanciful (like the coaching conversation with a two-year-old girl).
Finally, I would say that this is a book from which we can obtain some helpful ideas. Probably the GROW model is the most relevant and reliable part, giving a tool to work on our (and others) performance.