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Coaching Skills from Coaching Across Cultures by Rosinski - Coggle Diagram
Coaching Skills from Coaching Across Cultures by Rosinski
Ch 11: "Conduct your assessment"
Coachee's Self-Assessment
Desires: "What makes you happy?" "What do you enjoy?" "What do you love?" "What is truly important to you?" - have coachees journal about these questions. It is important to understand their desires to fully understand them (p. 199)
Strengths/Weaknesses: This is by feedback from others (201); "people act toward us based not on who we are but on the perceptions they have of us" (202)
Present Situation: "What are your successes?" "What are your challenges?" "What is satisfying?" "What is frustrating?" - need to get at "what is and not what should be" (203)
Preferences: Myers-Briggs Type Indicator (psychological preference/ p.203-206); Fundamental Interpersonal Relations Orientation-Behavior (interpersonal relations/p.207); but also need to add the cultural dimension, especially if working with cross-cultural team/family (207)
Other's Expectation - Stakeholders: those who your coachee serves (207)
"invite coachee to schedule a meeting with his boss and direct reports to gather their expectations and feedback" (208)
"encourage [them] to invite spouse to dinner and ask for reasons for current happiness and for what he could do to make the relationship even more fulfilling" (2-8)
Coachee needs permission to be "healthily selfish" to take care of themselves (208)
Ch. 12: "Articulate objectives with the Global Scorecard"
Global Scorecard answers the "What" questions(211)
Self: taking care of self (ch11 has assessment options to help); life balance (216); health/fitness (217); pleasurable and enrichment activities (217)
Family and Friends: structure of family isn't important, what "counts is that you set objectives that reflect your life priorities, and this usually includes the people important to you" (218)
Organization: "investment can only be sustained if it serves the organization by adding value to its stakeholders" (219) This includes: financial (221); customers (221); employees (222); internal processes and resources (222); partnerships (222)
Community and World: need to see the larger purpose than just the business (24) Cultural Creatives are those value sustainable development, social justice (224-225) Social(226); economic (227) political(228); scientific and artistic (228)
Obstacles and Threats: greed, conflicts of interests, and lack of ethics (232); cynicism and lack of conscience (232); negligence in terms of global responsibility and accountability(233)
Leveraging economic, social and ecological is the best - but must be aware of own self political cultural orientation as one moves forward (235)
GLOBAL - acronym to help determine objectives/goals (238)
Genuine: must "resonate with your desires" and passionate about (238)
Leverage: "look for several stakeholders and achieve multiple objectives at once (239)
Outcomes: "accurate picture of where you set out to go...high performance and high fulfillment" (239)
Balance: "targets you will choose have to reflect the balance you strive for (240)
Assessment: goal-setting processed is based on thorough assessment, look at ch 11 for suggestions (240)
Limited: Can't do it all...choose 3-5 and articulate them well (240)
Ch. 13: "Progress toward target objectives"
at times the process can be challenging as it is not a straightforward process (242)
Roles of Coach:
Communicator: active listen and powerful questions (243)
Process Designer - add value when they devise plan; before session reflect on gaps; no 2 sessions are alike (243)
Human Generalist - need to know behavioral psychology, human growth and adult learning, leadership development, group dynamics, organizational change, intercultural skills (244)
Business Management Generalist - for executive coaches (245)
Transferer of Knowledge - share knowledge with clients (246)
Effective Learning
information is relevant (245)
information is here and now (245)
immediately put into practice (246)
Variety of techniques used (246)
happens in different levels "single, double, triple loop pattern" (246)
Structure of Coaching Session - this is for sessions after the assessments and environment has been set up (247)
Reviewing Challenges and progress - building more rapport, but also checking to see the progress on homework or "assignments" for that week to move them forward in the goal (248)
Addressing Challenges and Providing Tools - questions to ask if they had problems in achieving the goals set for this session; use Part II for suggestions on universal problems; address new challenges that they will face in the future (248-249)
Setting Next Steps and Developmental Assignments - helping client identify actions to boost him/her forward to achieve objectives (249)
Ongoing Feedback - confidentiality is highly important, but have managers engage in feedback with your client on a regular basis; also ask the client how each session went - this gives you feedback as well as a coach; can use tracking mechanisms to help record progress of client, but confidentiality is highly important (251)
Take time to celebrate with your client when they have reached their objectives (251)