a guide for the human resource professional phần 8

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Common Coaching Situations hose who are most likely to use coaching are people who are encountering a new and difficult challenge. These are some of the most common situations faced by men and women in today’s organizations. Coaching Clients Business Unit Heads High-Potential Talent Things to Achieve • Short-term financial results • Good relationship with Board • Growth in global markets • Merger and acquisition transitions • Consistent high performance • Leveraging of strengths • Development of “challenge” areas • Developing organizational savvy Considerations • Who should do the coaching? • How does one connect to business activities? • What are the criteria for an external coach? • Does the coach have credibility with the client? • Internal or external coach? • What is successful performance? • Does the individual learn new things quickly? (Continued) Executive Coaching. Copyright © 2005 by John Wiley & Sons, Inc. Reproduced by permission of Pfeiffer, an Imprint of Wiley. www.pfeiffer.com . . . . . . 158 EXECUTIVE COACHING . . . . . . . . . . . . . . . . . . . . . . . . . . . . Coaching Clients Expatriates Women and Multi-Cultural Candidates People on “Stretch” Assignments Things to Achieve • Understanding of new culture • Ability to achieve results in new culture • Interpersonal sensitivity to different customs • Managing amid possible chaos • Credibility as a leader • Leadership skills (communication, strategic planning, and so forth) • Networks within and outside the organization • Demonstration of ability to achieve beyond previous levels • Short-term and possibly long-term business results • Excellence in execution Considerations • How tolerant is the organization to a long learning curve? • Will the organization tolerate some failures by the client? • Does the coach possess understanding of how cultural differences show up? • How sensitive is the coach to multi-cultural issues? • How will the coach prioritize development plan actions that are affected most by cultural differences? • What characteristics of the coach will be most important to good chemistry? • How sensitive is the coach to diversity issues? • How much awareness does the coach possess about diversity within your organization’s culture? • How can I understand what constitutes high performance for the organization? • What new behaviors should be leveraged by the client? Executive Coaching. Copyright © 2005 by John Wiley & Sons, Inc. Reproduced by permission of Pfeiffer, an Imprint of Wiley. www.pfeiffer.com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Questions for an Interview with a Prospective Coach ere are some questions to add to your interview protocol when selecting the right coach. Elements of an appropriate response are provided in the bullet points. 1. Since the establishment of trust is so important to a coaching relationship, specifically what do you do in order to establish trust with a new client? What to look for in a response: • Appreciates the importance of trust • Has a sense of what he or she needs to do to build a safe relationship • Recognizes the need to establish a relationship with all stakeholders and knows how to proceed 2. Describe to me one of your most successful coaching engagements. Executive Coaching. Copyright © 2005 by John Wiley & Sons, Inc. Reproduced by permission of Pfeiffer, an Imprint of Wiley. www.pfeiffer.com . . . . . . 160 EXECUTIVE COACHING . . . . . . . . . . . . . . . . . . . . . . . . . . . . What to look for in a response: • How was success measured? • Who did what to make it succeed? • Was credit shared? 3. Tell me about a time when you had a very challenging coaching assignment. What did you find most difficult about the assignment? What happened at the conclusion of the engagement? What to look for in a response: • Shared responsibility (cause and cure) • How was the client’s anger dealt with? • How did the coach handle the pressure? 4. Describe what you would consider to be an unsuccessful coaching engagement. What did you learn from it? What would you do differently? What to look for in a response: • Were there learnings? 5. Describe the process you follow when you have a new client. What are the steps from the beginning to the middle and the end of the coaching engagement? What to look for in a response: • Is there a clear process? Executive Coaching. Copyright © 2005 by John Wiley & Sons, Inc. Reproduced by permission of Pfeiffer, an Imprint of Wiley. www.pfeiffer.com ... - tailieumienphi.vn