By Sara Thorpe
Filled with useful details, case reports and workouts, this all-inclusive e-book deals a simple and sensible method for training others.
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Extra resources for The Coaching Handbook: An Action Kit for Trainers & Managers
Ask how this help can be given. If the person loses his or her temper: • Listen. • Do not argue. • Terminate the discussion and continue later. If the person is passive and unresponsive: • Ask why the coachee is taking this attitude. • Give the coachee plenty of opportunity to talk. • Watch for any interest. • Explain and re-explain the constructive purpose of the discussion. • Ask plenty of open questions. New training or coaching needs come to light. Whilst analysing how a task or experience has gone it might become apparent that the coachee has a training need, or that the coaching need originally identified is incorrect.
However, early on in the coaching programme, you may want to consider practising via a simulated situation; some of the questions you may want to explore with the coachee as you decide are: • Is the timing right – is an opportunity to do it going to occur naturally within the workplace within the time boundaries of the coaching plan? • Is it safe – for the coachee and for others involved in the activity? • What are the implications of getting it wrong, eg lost business or reputation of the coachee with colleagues?
Recognize the training requirement and include it in the person’s development plan for a later date, to be trained by yourself or another training resource. • Go back to Stage 2 (see Chapter 7) and re-agree the purpose and objectives of the coaching relationship. Consider with the new purpose and objectives whether you are still the most appropriate coach for this person. End the coaching relationship – maybe coaching is not the right solution or perhaps the need you have now identified is not a priority for the organization.