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1
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2
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3
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- Coaching provides:
- Personal and frequent attention
- Focus on problem‑solving
- Creative motivation and
inspiration
- Early detection of problems for
quick resolution
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4
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- A coach:
- Asks out of the box questions
- Challenges the client to raise the bar
- Encourages focused experimentation
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5
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- A coach helps managers and executives to:
- Master key collaboration skills
- Resolve interpersonal conflicts
- Integrate all points of view
into a final product
- Turn staff into partners, not
just workers
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6
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- A coach helps the organization to:
- Anticipate customer needs
- Create steps for immediate
innovation
- Commit to excellence in every
area
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7
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- A coach works with management to:
- Identify a thorough and
compelling vision
- Develop simple and unforgettable
language
- Assimilate vision through
employee‑driven processes
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8
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- A coach works with employees on all levels to:
- Identify and eliminate current
problems
- Raise standards and extend
boundaries
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9
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- A coach works with management to:
- Identify and resolve processes
which
- limits revenue growth
- Identify sustainable revenue
sources
- Challenge them to operate in a
much larger way
- Set higher targets as a game
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10
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- A coach works with management to:
- Identify fresh approaches and
strategies
- to reach targets
- Train staff on all levels to
become
- innovative strategists
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11
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- A coach works with management to:
- Establish the notion of
strength‑based systems
- Maintain control, yet not rely
on power
- Minimize stress that may come
from this shift
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12
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- A coach works with managers to:
- Learn key coaching skills and
models
- Become a coach and manager to
their staff
- Speak honestly, completely and
constructively
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13
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- A coach works with executives to:
- --Encourage employees to set
and
- drive for high standards in:
- Performance
- Pace
- Quality
- Profits
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14
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- A coach works with executives to:
- Integrate and enjoy challenging
paradoxes
- Articulate thoughts, directions
and
- perspectives clearly
- Find key words/concepts for open
sharing
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15
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- A coach works with employees:
- To improve employee attitudes
- Improved attitudes drive
improved
- customer satisfaction
- Improved customer satisfaction
results
- in revenue growth
- “The Employee-Customer-Profit
Chain at Sears”
- Harvard Business review,
Jan-Feb. 1998
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