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Coaching \u2013 does it really work?
\nInstead of yes\/no answer on this close question, I would say:
\nRespect to all my coachees for the changes they have done!
\nMany employees, mangers, seniors and juniors, executives\u2026 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.
\nNow, they (are)\u2026
\n1. made clear & written own individual development plan (with clear SMART targets, full commitment and readiness to check in regularly)
\n2. started to think long termly about career planning
\n3. started to talk about her career aspiration with relevant authorities in organisation
\n4. started to adjusting work-life balance according to own needs
\n5. take a deep breath before saying anything unplanned
\n6. aware of own body language, facial expression, tone of voice, proper eyewink
\n7. understand the power of visualization, especially before some important meetings (“Now, I am ready, relaxed, easygoing, smiling\u2026”)
\n8. introduce & maintain regular 1-1 discussion with subordinates
\n9. talk more frequently with team members & talk also with \u201csilent\u201d members
\n10. in discussion with subordinates, open crucial topics such as career planning, satisfaction through the achievement of personal goals etc.
\n11. started to listen actively, at all three levels (“Now, when I listen, the only person in the world is that opposite of me”)
\n12. take decision to (finally) start to delegate (“It was easier, than I thought, but I still worry about results\u2026Now I have more time for effective discussions and process improvements”)
\n13. eager to explore extraordinary business opportunities and new processes and models (in logistic, client service etc.)
\n14. enrich own managerial role \u2013 more \u201cdiplomacy\u201d, in addition to operative tasks managed
\n15. almost stop hasty reaction which earlier was normal
\n16. found how to avoid to take arrogant position
\n17. increased awareness of own role and way of communication \u2013 at meetings, with pears, team members
\n18. explore new ways in motivating staff
\n19. started to go deeper in discussion with people in order to build trust
\n20. manage difficult team members in more effective way and less stress way
\n21. share their opinion in an assertive way
\n22. explore about importance of building rapport in communication
\n23. found out about fairness to direct reports
\n24. started to give praises to peers and superiors (when deserved)
\n25. started to ask employees for feedback
\n26. started to ask others for their ideas (and listen without assumptions)
\n27. give others space and time during discussion (“Silence is also OK”)
\n28. started discussion with chats, besides daily business topics (\u201cSacrifice result for the sake of communication\u201d)
\n29. improved communication with peers by engaging them and through coaching
\n30. able to manage conflict
\n31. give constructive and motivational feedback
\n32. constantly aware of own way of communication and ready to react timely (by checking own behavior in live situation)
\n33. more flexible in communication by adjusting own style to other person\u2019s communication style
\n34. spend more time to talk with people, listen them, evaluate their communication styles and needs
\n35. as top manager, started to invest time in talking with employees, think about their development, find new specific ways in motivating team members
\n36. as top manager, explore and use most proper structure for his organization in an innovative business
\n37. as top manager, explore and use suitable solutions in talent retention
\n38. develop clear plan on how to manage challenges regarding digitalization
\n39. define clear steps on improvement communication with peers
\n40. explore completely new solutions and approaches in solving everyday business challenges
\n41. check model in practice and learn by doing
\n42. able to \u201cdrop the ball\u201d and have soften approach (when necessary)
\n43. focus on observation inside company environment (people behavior, reactions etc.), instead of results focus only;
\n44. assertively communicate with superior and upper level management
\n45. engage others by involving them and providing them certain autonomy
\n46. increase flexibility in recognizing and understanding others\u2019 people priorities
\n47. 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\u2019 interests etc.
\n48. started with informal gatherings in order to increase team spirit
\n49. encouraged, started with riskier oriented sales approach<\/p>\n
*Data are taken from Individual Coaching Progress Reports, 2018, 2019<\/p>\n
Miljan Spasic[\/vc_column_text][\/vc_column][\/vc_row]<\/p>\n","protected":false},"excerpt":{"rendered":"
Coaching \u2013 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!<\/p>\n","protected":false},"author":1,"featured_media":26338,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[104],"tags":[],"class_list":{"0":"post-26393","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-news"},"yoast_head":"\n