- 30 hours of study time per month have increased flexibility, in addition to short-term refresher courses attended university courses, to ensure that at least every two months to attend a training course in behavior, such courses are usually three to four days, is to behavior change based programs, such as: NLP.
- Coach Chan once every two weeks with coach talks, talks themes and behavioral changes related to to create a new theme of leadership behavior, for example: to lay down judgment, to write a daily diary to record their own judgment to change events, each round of talks to discuss find themselves in this respect, the talks should be a year to review once every quarter.
- Monthly request Sample reading a psychology-related books, Chan coach will recommend a list of books for their choice, and to encourage the establishment of a senior Sambo reading will be in the company, to share a common reading experience.
- In the course of this plan, the company executives held once every six months the strategic development workshops to discuss specific strategies, objectives, division of tasks (including new business plan) for the year of development, and promote performance. Chen guided by a coach as a member of the auspices and discussion workshops.
After combing coach Chen Gu Sambo mind has a new big picture (Big Picture), but he has a question. He asked Chen Coach: “Now I am clear on their own what to do, but to do so, can I upgrade to what extent the leadership?”
Coach Chen said: “Learning in school leadership knowledge, we may not be included in the assessment because the leadership development program is the ability to act against you, and how you can promote behavior change, increasing the influence of the team members and the organization The effective? ”
Gu Sambo thought: “I think we can have two sets of indicators, is a fixed target, such as the company’s market share, the results open up new markets, turnover, profits, etc., is a soft target, for example, I advances in communication skills, the ability to express progress, recognition capability progress, etc. But I do not know how to soft targets to measure? ”
Coach Chan replied: “Goode Smith also found the same question to you, coach executives asked him to do, in the end what is called progress he used a 360-degree questionnaire please the customer and the customer’s team evaluated each month, in? there is a positive change or a negative change on these specific behaviors, you are willing to accept such an assessment it? ”
Gu Sambo said: “I am willing, but can be changed to quarterly frequency, this is not less so much effort?”
Coach Chen said: “The monthly assessment looks like a high frequency, but in the interval evaluation is appropriate, if the time interval is too long, vulnerable to changes in emergencies affecting the accuracy of the assessment at the same time, evaluation itself. is improved with an urge your motivation, the time interval is too long, but easy to slack off. do you think? ”
Gu Sambo think it is justified, he agreed to coach Chan view object assessment questionnaires and feedback finalized after several communication companies and Sambo have agreed to this leadership development program, including: the frequency of assessments remain in once a month, and to improve the behavior of the target review time, if you want to add or delete every three months. After the implementation of the plan year, the treasures he felt had a lot of experience and progress in practice what they preach, and other executives also think he is more attractive than before, and he was very pleasant to work with.
For this case, we observed that the coach seems to be affected by Mr Goldsmith methodology, with a mandatory assessment, and ICF (International Coach Federation) norms inconsistent. ICF coach in “active listening” and related talks to show behavior is to “concentrate on the customer and the customer’s agenda, rather than the customer’s own agenda coach”, if Gu Sambo insisted evaluated once every three months, whether a certain coach Chan And once a month to persuade him to accept the assessment? Or during the process, there has been determined to lack of Sambo coach talks to delay the timetable, Chen coach do? I think, as a coach and must be returned to the customer’s agreement, the agreement is not just the written contract, the goal but the coach continued to communicate with the way the talks, Gu Sambo will and determination if the lack of emergence, the coach needs to have communication and wait patiently until the two sides to establish a consensus expectations, this coach talks to truly helpful and meaningful to customers.
Same point Vs. Dissimilarities
In concept and skills coaching and guidance have many similarities, especially in the face of complex, using existing knowledge can not directly solve the problem, coach and guide both parties believe that no one will be more than the ability to find the best solution, it will be through the questions and feedback to promote reflection, adjust the energy state of the parties, indicating the parties to achieve the best working and learning state, and this belief is based on柯尔布basis of ” action – observation – reflection “mode. The following is a comparison of the two:
|
Coach |
Guide |
|
| Assuming the customer |
|
|
| Roles and Responsibilities | Coaches act as advocates, sounding board, cheerleader, responsible for their own partners to ensure that the role of the truth and the supporters. | Guide’s job is to make the boot into play to ensure it towards the intended goal, while mobilizing guided dialogue atmosphere. |
| Implementation of the object (the client) | Executives | Corporate executives and their teams |
| Skills approach | Down judgment, focus, active listening, open questions, challenges the assumption customers, sincere recognition, feedback, organize your thoughts and formulate plans to promote action, check commitments | Active listening (Listen), effective expression (Express), four-level questions (Ask), response and sharing (Respond and share), breeds (Nurture) [10] |
| Program |
|
|
| Benefit | Clarify ideas, clarify values, establish goals and plans of action, to challenge themselves, build habits, enhance leadership | Clarify strategic objectives, clarify the organization’s mission and values, consensus-building actions, breaking trust bottlenecks, improve performance |
| Superiority | Customers can do the leadership capacity of the | Group dynamics can promote organizational learning, and improve customer’s influence in the team |
| Restrictions | Depending on the customer’s determination and commitment | Depending on the customer’s participation, commitment |
Conclusion
Whether a coach or guide is customized, a personalized approach to learning leadership, the two concepts unanimously, to enhance the leadership skills of executives can play a key role, the same thing can be said to complement each other. Therefore, to develop a better senior leadership development program (LDPE), requires a combination of both (coach + guide) be implemented, and add some other auxiliary methods, such as 360 assessment, reading programs, training programs in order to Performance on executive leadership made more efficient with the system.
References:
1 Richard Hage Si, Robert Ji Nate Gordon Kofi co … “Leadership – enhancing the experience accumulated in Leadership” Fourth, Fifth Edition, Tsinghua University Press
2 Chenheng Lin “Coach Leadership,” Taiwan uppercase Press
3 Plymouth Sheila Wilson.. “Build guide type methods: a difference of leadership,” Du Wenjun, M., Fudan University Press
4 Zhong Cong trade (Shawn Chung) ICA paper “category and application of community coaches”
5 Marshall Goldsmith “Devil management” (translated as Taiwan UP School), Guangdong Economic Press
.. 6 Brian Stanfield of “consensus building conductivity method – individual creativity to collective action,” Du Wenjun, M., Fudan University Press
[1] Richard De Hage Si, Robert Ji Nate Gordon Kofi co … “Leadership – enhancing the experience accumulated in the leadership,” fifth edition, p.50, Tsinghua University Press
[2] ICA courseware “What is coaching? “, ICA
[3] Chenheng Lin “Coach Leadership”, P.94, Taiwan uppercase Press
[4] Hori public Chun “guided learning”, Liang Shiying translation, P.25, Taiwan’s economy Shinchosha Publishing
[5] Richard De Hage Si, Robert Ji Nate Gordon Kofi co … “Leadership – enhancing the experience accumulated in the leadership,” fourth edition, P. .7, Tsinghua University Press , a reference to the definition of Roach & Behling 1984.
[6] Number of International Coach Federation defines coaching in groups of 15 people or less, studies show that the most appropriate person in seven or less. Data cited “category and application group coaching” from bell Cong trade (Shawn Chung) ICA papers.
[7] For enterprises, the number of participants scale workshop topics will be discussed as needed, depending on the most appropriate scale of 30 to 40 earth, as the use of open space technology in the world of coffee in the form of guidance or workshops, the number is no limit The.
[8] Marshall Goldsmith “Devil management” (translated as Taiwan UP School), P.17, Guangdong Economic Press.
[9] Brian Stanfield of “consensus building conductivity method – individual creativity to collective action,” Du Wenjun, M., PP.72-74, Fudan University Press
[10] This letter was five tips LEARN, Department Dr. Shi Ziyi in “situational organizational learning” (Contextual Organization Learning) of the proposition.