101 Tips Template 2
This is the template for the Current List of Tips Web page for
the e-mail game 101 Tips.
This template is just an example of a list of
tips. You will have to make your own list of tips suited to your
subject area. You must give each tip a unique number, as we have
done below. You don't need to number the tips in any order
(especially since the order may change in future rounds). But be
sure that each tip gets a unique number, or your participants
will have difficulty voting!
- 1. Before entering into a coaching relationship, honestly
examine the role you want to play. Do you want to be a nag, a
bully, a friend, a critic, a mentor, a leader, a teacher, a
manager, a counselor, a disciplinarian, or a role-model? Are
you trying to play multiple roles? If so, why are you doing
that and what should be your primary role?
CONCLUDING A COACHING SESSION
- 2. At the end of a coaching session, ask the coachee for
feedback about your coaching performance. Model appropriate
behaviors for receiving feedback. And change your behavior
during your next coaching conversation.
FRAMING THE COACHING PROCESS
- 3. 'Coaching' is an inappropriate term because it is
frequently associated with dysfunctional behaviors of
autocratic sports coaches. Use some other positive term such
as 'co-creation' or 'problem-solving partnership'.
- 4. Most coaching conversations are framed as attempts at
solving problems or overcoming the coachee's weakness. Try the
opposite approach of profiting from opportunities and building
upon the coachee's strengths.
- 5. Once you have a topic, a problem, or an opportunity, ask
the coachee for ideas. Listen actively and attentively. When
the coachee says that he or she has run out of ideas, ask for
some more. Offer your ideas only after the coachee has
completed his or her list. Even then, offer your ideas
tentatively as things to be improved.
- 6. The coachee is likely to be her or his worst critic. So
begin your feedback session by asking, 'What did you do that
makes you feel positive and proud?'
- 7. Never sit across the table from the person you are
coaching because this suggests an adversarial relationship.
Sit side by side or at right angles to each other.
- 8. Demonstrating how to perform a procedure improves your
skill level--but does nothing to improve the coachee's skill
level. So spend more time requiring the coachee to demonstrate
his or her skills and provide appropriate feedback.
- 9. Don't over-plan and over-rehearse your coaching session
if you want to avoid appearing to be rigid and obsessive. Have
a general idea of your goal and invite the coachee to suggest
the specific process.
- 10. Read the book, Difficult Conversations: How To
Discuss What Matters Most by Douglas Stone, Bruce
Patton, and Sheila Heen (ISBN 0-670-88339-5). Although this
book is not directly related to coaching, the concept of
mapping the contribution system (figuring out how everyone
contributed to the present mess rather than attaching blame)
has significant relevance to the coaching process.
Copyright © 2002. Workshops
by Thiagi, Inc. All rights reserved
Revised: March 21, 2002