In an attempt to overcome the misuse of the concept and coach effectively, Ulrich (2008) clearly defined this notion and rectified its misconceptions.
Firstly, the writer explained that coaching is a giving and receiving relationship between the coach and his/her coachee to reach change. To ensure that every practitioner will coach effectively and reach fruitful results post-coaching sessions, Ulrich recommended that both parties determine why the coachee needs to change. Making that change happen definitely involves comprehensive research, prioritization, and goal-setting.
This blog post will provide you with additional coaching tips suggested by Ulrich (2008).
- Go public
Whenever the coach and the coachee determine an area for improvement, it would be beneficial to share this commitment with the public. The reason is that commitment enhances when it goes public and the coachee “become personally transparent with his/her intentions and desires.”
Transparency ensures to the coachee's team and surrounding that he/she has heard their comments and is working to improve a specific behavior. This will, hence, “engender respect and confidence from [his/her] peers and subordinates.”
- Find support
It is important that the coachees find support from trusted advisors or assistants in addition to non-work friends who are in constant contact with them. This will aid them and give them views on how well they are adopting the new behaviors and provide constructive criticism.
For instance, the author mentions that those "who share with their spouses or children what they are working on often find enormous support.”
- Start small, keep going
“Big journey begin with small steps"
These 'small steps' are referred to in Ulrich's research as the ‘four threes strategy’. They are exceptionally essential to embed behavioral change.
This strategy includes:
In the first place, determine with your coachee what can he/she do to exhibit the new behavior
In the second place, identify what can he/she do demonstrate sustained commitment to the new behavior
Third, make sure that this new behavior is reflected in the coachee’s activities and relationships
If the coachee works for three months on this new behavior, it will surely become part of his/her identity.
“Learning should be less an event […] and more a natural process.”
Self-observation should be part of the learning process because when coachees become capable of self-observation and self-regulation, they learn; thusly, grow.
Verily, Leaders who tend to learn continuously by asking themselves the right questions and asking others what works and what does not, then put the insights into a future context are more likely to succeed.
- Follow up
Effective coaching must include monitoring progress and capturing indicators of progress and change. The author mentions that “Marshall Goldsmith boldly states that he is not paid unless the executive changed behavior as seen by others. This is not just clever marketing, but a real dedication to making sustained behavior change happen.”
Ulrich, D. (2008). Coaching for results. Business Strategy Series, 9(3), 104-114. Retrieved from https://www.emerald.com/insight/content/doi/10.1108/17515630810873320/full/html
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