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HBR Coaching - Coggle Diagram

- - - - What are you best at doing? (Can you think of ways to incorporate more of what you do best into your job?)
      - What do you most like to do? (This is not always the same as what you do best. Unless it is illegal or bad for you, you ought to preserve sizable chunks of time for what you most like to do.)
      - . What do you wish you were better at? (This may be a skill you can develop through coaching or a task you should delegate.)
      - What skills are you most proud of? (This may
        reflect obstacles you have overcome.)
      - What do others say are your greatest strengths? (This question is designed to help you identify skills you may not value because they seem easy to you.)
      - What have you gotten better at that you used to be bad at? (This gives you an idea of where putting in additional effort can pay off.)
      - What are you just not getting better at, no matter how hard you try? (This tells you where you shouldn’t waste more time.)
      - What do you most dislike doing? (Your answer here suggests what tasks you might want to delegate or hire out.)
      - What sorts of people do you work best and
        worst with?
      - What were you doing when you were happiest in your work life? (Could you find a way to incorporate that into what you’re doing now?)
      - What are your most cherished hopes for the future, workwise? (What stands in the way of realizing those hopes?) 16. What are you most proud of in your work life? (Your answer here is another tip-off as to what you should be doing.) 17. What one lesson about managing a career would you pass along to the next generation? (This question is another way of getting at your thoughts on what you have done, what’s worked, and what hasn’t.) 18. What was the most important work-related lesson you learned from your parents? (As you reflect on this, you will get an idea of how attitudes are passed from generation to generation and shape how your mind works.) 19. What lesson did the best boss you ever had teach you about yourself? (Other people often know us better than we do.) 20. How could your time be better used in your current job to add value to the organization? (Your answer here gives your manager
  - - - What can we learn from what just happened?
      - – Where did we go wrong?
      - – What are we doing right?
      - – What else could we do?
      - – What changes could we make to the prototype?
      - – Why are we spending so much time on this topic?
      - – What are we avoiding?
      - Model a questioning attitude. Show people that it is safe to disagree with the party line and with the boss
      - Try what organic chemists call “retrograde synthesis.” In chemistry, you work backward from the molecule you are trying to synthesize. You can use the same approach to jump-start play and creativity. Simply envision your goal and work your way back, step-by-step, until you get to where you are now.
- - - - What to do: Instead of giving a spoonful of sugar before every dose of constructive criticism, lead off with your investment in the relationship and your reasons for having the conversation. For example: “It’s important that we can be candid and direct with each other so we can work together effectively. I have some concerns for us to discuss, and I’m optimistic that we can resolve them.”
    - - What to do: Motivate people over the long term by expanding your persuasive tool kit. As Jay Conger explains in his classic article “The Necessary Art of Persuasion” (HBR May–June 1998), you can gain lasting influence in four ways: establish credibility through expertise and work you’ve done in others’ interests, frame goals around common ground and shared advantage, support your views with compelling data and examples, and connect emotionally with people so they’ll be more receptive to your message