105 Interviews: Holding a Formal Conversation
• Options
for future courses of action;
• What
to do: a ‘hard’ decision on action,
when
and by
whom
.
Goal setting
The initial task is to decide the purpose of the coaching: to
establish your goal, both for the coaching
session itself and for
the performance issue being coached.
Think of the coachee’s goals as statements beginning ‘How
to…’. Generate as many new ‘How to’ statements as you can from
the original goal. This helps you to explore the coachee’s deeper
values, their higher aspirations and longer-term ambitions.
Now categorise these numerous ‘How to’ statements. Some
will be ‘end goals’; others will be ‘performance goals’,
measurable
levels of performance that may set you on the path to an end goal
or prove that you’ve achieved it. All of them are revealing: but you
will only be able to choose one or two for immediate coaching.
The
best goals to choose, for practical purposes, are those that
generate the greatest creative tension between goal and reality.
Like the tension in a taut elastic
band that stores potential
energy, it is creative tension that will provide the energy for
movement. Which goals excite the coachee most? Which
generate the most commitment?
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