Raising your awareness as a manager that coaches
I'm continuously learning in my work as a coach. I do this through my reading, attendance at courses, work with a supervisor and other coaches, and self-reflection.
My recent blog on Maria Iliffe-Wood's book "Coaching Presence" may provide some helpful insights to managers and others who coach. It certainly did so for me. My latest session with my supervisor reinforced it too!
The following are some extracts from my blog...
We may be more or less conscious, when we coach, of shifting between pure intuition:
- going with the flow
- “dancing in the moment”
and deliberately choosing the nature of our next intervention:
- what we say or do
- the tools we bring out for the coachee to use.
Whether we go with the flow, or are more deliberate in our choice, either will determine the nature of our “coaching presence”, and the consequent nature and quality of the coachee’s thinking or deliberation.
Iliffe-Wood gives us a model that can help us be more deliberate in our choices during a session, and more analytical in our reflections following it.
The model suggests that there are four modes for our coaching (invisible, emergent, evident and visible), and four levels for our clients’ thinking (from more immediate through to more buried levels of awareness). Each coaching mode delivers value in terms of the impact that it has on our clients’ thinking.
The “invisible” and “emergent” coaching modes come to me more naturally. I am working on making greater use of the "evident" and "visible" modes to helps to raise the coachee’s awareness of what’s happening, what they are experiencing and what their beliefs and drivers might be.
What can you learn from the model, to raise your own awareness and that of the people that you coach?
You can read more about this here:
Beyond situational coaching: being deliberate in how we foster deliberation.
|
