49 Changes that are led by Coaching

Coaching – does it really work?
Instead of yes/no answer on this close question, I would say:
Respect to all my coachees for the changes they have done!
Many employees, mangers, seniors and juniors, executives… often ask me “How will I know that coaching works for me?” Logical question. Clear expectation. Instead of marketing easy-story-telling-classical fabulous story, I decide to share 49 minor or major positive changes that my coachee’s made thanks to own commitment during and after the coaching interaction.
Now, they (are)…
1. made clear & written own individual development plan (with clear SMART targets, full commitment and readiness to check in regularly)
2. started to think long termly about career planning
3. started to talk about her career aspiration with relevant authorities in organisation
4. started to adjusting work-life balance according to own needs
5. take a deep breath before saying anything unplanned
6. aware of own body language, facial expression, tone of voice, proper eyewink
7. understand the power of visualization, especially before some important meetings (“Now, I am ready, relaxed, easygoing, smiling…”)
8. introduce & maintain regular 1-1 discussion with subordinates
9. talk more frequently with team members & talk also with “silent” members
10. in discussion with subordinates, open crucial topics such as career planning, satisfaction through the achievement of personal goals etc.
11. started to listen actively, at all three levels (“Now, when I listen, the only person in the world is that opposite of me”)
12. take decision to (finally) start to delegate (“It was easier, than I thought, but I still worry about results…Now I have more time for effective discussions and process improvements”)
13. eager to explore extraordinary business opportunities and new processes and models (in logistic, client service etc.)
14. enrich own managerial role – more “diplomacy”, in addition to operative tasks managed
15. almost stop hasty reaction which earlier was normal
16. found how to avoid to take arrogant position
17. increased awareness of own role and way of communication – at meetings, with pears, team members
18. explore new ways in motivating staff
19. started to go deeper in discussion with people in order to build trust
20. manage difficult team members in more effective way and less stress way
21. share their opinion in an assertive way
22. explore about importance of building rapport in communication
23. found out about fairness to direct reports
24. started to give praises to peers and superiors (when deserved)
25. started to ask employees for feedback
26. started to ask others for their ideas (and listen without assumptions)
27. give others space and time during discussion (“Silence is also OK”)
28. started discussion with chats, besides daily business topics (“Sacrifice result for the sake of communication”)
29. improved communication with peers by engaging them and through coaching
30. able to manage conflict
31. give constructive and motivational feedback
32. constantly aware of own way of communication and ready to react timely (by checking own behavior in live situation)
33. more flexible in communication by adjusting own style to other person’s communication style
34. spend more time to talk with people, listen them, evaluate their communication styles and needs
35. as top manager, started to invest time in talking with employees, think about their development, find new specific ways in motivating team members
36. as top manager, explore and use most proper structure for his organization in an innovative business
37. as top manager, explore and use suitable solutions in talent retention
38. develop clear plan on how to manage challenges regarding digitalization
39. define clear steps on improvement communication with peers
40. explore completely new solutions and approaches in solving everyday business challenges
41. check model in practice and learn by doing
42. able to “drop the ball” and have soften approach (when necessary)
43. focus on observation inside company environment (people behavior, reactions etc.), instead of results focus only;
44. assertively communicate with superior and upper level management
45. engage others by involving them and providing them certain autonomy
46. increase flexibility in recognizing and understanding others’ people priorities
47. increase ability to see “big picture” – to identify people that should be involved in particular communication, decision makers, influencers, ideal outcome, benefits for all parts involved, main challenges, stakeholders’ interests etc.
48. started with informal gatherings in order to increase team spirit
49. encouraged, started with riskier oriented sales approach

*Data are taken from Individual Coaching Progress Reports, 2018, 2019

Miljan Spasic