VOICE OF LEADERSHIP
Brief Note;
A) To write on leadership traits that has been learn throughout the programme
B) 2/6/ to 4/6 VOL 1 class:
- Leadership style
- 4E + 1P or Self Awareness
Energy ----Energise------Edge-----Execution + Passion / Self awareness
- Role Play 1, 2, 3….
- Moral of the story
- Final day :
Bush Fire – Survival Situation by Human Synergistics.
Group think – Challenger mishap
Contrary Thinking
Influence Strategies Exercise by Hay Groups
C) VOL 1 : Follow UP – Coaching for Performance
Date: 14-06-08
The three leadership characteristics of the GE model that are most relevant and critical are at UEM, in my opinion are as follows:
1. Strong leader lead with character/integrity and trustworthy.
We need leaders who lead by example, build trust and respect to the
followers. Deliver on commitment as promised and share genuine human and
corporate values. Leader with competitive edge must acquire and develop
human values, integrity, passion for individual and organization's success.
2. Strong leader think global with excellent business acumen.
Having global mindset, indeed a visionary move. UEM need leaders with
knowledgeable global business culture, in order to explore beyond Malaysia.
We seek to mix with successful world player to gain global exposure. Then
UEM would share the values and collaborate experience with 3rd world
countries. We hope having leaders who lead the culture. We had been
ventured in India, Dubai ( middle East), Indonesia, Indochina and Republic of
China.
3. Strong leaders are customer-centric.
Customer focus and priority shall be given to customer. Emphasize on
customer's satisfaction as performance index. UEM's customers or end users
are either common public or corporate entities. Sensitive with customer
feedback which may lead to micro purpose and add value of future business.
Date: 16-06-08
Sustaining Energy
A leader can complete or accomplish his intellectual ability and functional skill via his ‘emotional energy’. This energy is sought by leader to bind his people together and individual contribution towards a forceful result. Emotion energy is the passion that gets the job done.
Serious commitment and a sustaining energy level are sign of inspiration and engagement. With significant engagement and aspiration, a job can be a mission, an obsession and a ‘positive challenge’.
Our source of inspiration is by identifying our key personal values then leading to identify of our sustainable energy
Our UEM Values are mission and vision which will be our source of engagement and aspiration. We need to get them clearly communicated and impacted on each of us. Not to forget on the challenges of bureaucracy this will create wastage to our energy resources. Therefore anything that build walls must be destroyed. As such We shall create a policy as pillar of passion and empowerment ,which in turn become source of productive energy.
Reflection and observation.
Question 1:
Recall a day when you were completely enthused and engaged at work?
Answer 1:
I could recall a day we were completely over enthusiasm and truly engaged at work are as follows:
A day after completing the 1st Phase Bank Negara Malaysia New Wide Area Infrastructure Project
(BNM NWI) within 2 months (ie 31-07-07) upon received the Letter of Award. ie 01-06-07.It covers 9 sites within West and East Malaysia. Then completed and migrated 85 sites, belong to Commercial Banks and Financial Institution, into BNM NWI network on 31-11-07.
Question 2. : What would it take to replicate the feeling every day
Answer 2: Passion on performance and values that get the job done among team members. Tremendous hard work, solid commitment and continuous engagement with peers, subordinates and customers.
Intense commitment on work/job engagement and continuous inspiration toward corporation and key personal values.
Question 3: Has UEM vision been communicated and expressed in your unit in a manner understood by all.
Answer 3: Yes, the UEM vision and core values have been communicated and expressed in my unit in a manner understood by all my peers and subordinates. The mission is clearly defined with agreeable timeline to fulfill national aspiration on getting world class service. We could enhance our performance with 4 E's type of leadership. Our Core Values are TIPS = Teamwork, integrity, Passion and Sincerity of intent.
It is true that a corporate vision is an abstract idea. An effective leader is one who can make his own interpretation to suit the need of the moment.
Date: 20-06-08.
ENERGIZING AND ACKNOWLEDGE AND ENERGY
Reflection and observation:
Does you’re the climate in your unit promote energy and enthusiasm?
Yes, it does. The climate in my unit promotes energy and enthusiasm. We promote an effective open two-way communication, respect and trusting within team members. Empowering level of authority and supportive in term professional assistance. Listen to all ideas thrown by team members. Ideas or feedback are given proper hearing and put into action plan. Teamwork values are vital element in daily task delivery.
What can be done to improve the climate in our team?
Seek enhance and balance in strategic, innovative move for leapfrog gain and continuous improvement for those slow and steady gains. We need strategic input and methodology and just not process improvement. ...........Energies to manage less with engaged team that empowered to perform exceed expectation.
Describe team’s ‘track record’ in term of generating new ideas during meeting. Track record for giving feedback – solicited and unsolicited. What’s about the energy level?
My team's "track record" in term of generating new ideas during meeting is described below:
My team comprises of several functional units, i.e. 17 units, across the Network Services, Customer Service Div. We are geared toward same collective service delivery goal on meeting agreed customer required date.
We do register every ideas and option from team members’ with respect to assumption, decencies and risk involved. Cross examined are encourage but not too lengthy. Major issues were put on keep in view (k.i.v) and to be discussed in separate session.
We encourage open discussion via e-mail and schedule discussion to express ideas and feedback .We acknowledge team members contribution in a minuted report and avoid any climate of fear expression or feedback.
We did notify, team members on assigned topic, one week in advance prior idea/discussion session in order the team member would be able to participate objectively and quantitatively
Articulate your team’s purpose in strategic term?
Managed Services Project Management Office - drive and deliver services/projects
1. A Project Management Office (PMO) is a shared competency designed to
integrate project management practices within an organization.
2. Given the appropriate governance, a PMO accomplishes the following:
Establishes an enterprise standard for project management. Improve
Communication and the leveraging of resources within the organization.
Helps reduce the disastrous effect of failed development projects on enterprise
Effectiveness and productivity.
PMO objectives:
-Increase consistency and repeatability to:
- create quality and efficiency
- retain knowledge and information,
- reduce risk of failure, and
- create predictability
- Increase the integration, understanding and commitment of the
work expected to be performed y other groups in support of a
project.
- Increase cross project sharing and teaming to enable employee
advancement, back-up, and variety in work.
- Increase the organizational understanding of what commitment is
necessary for a successful project.
- Deliver quality project on time and within budget
PMO functions:
-Project Planning
- Project scheduling, Resources and Logistics
-Progress Tracking and Reporting:
Track milestones and deliverables for each project
-Communication Management:
Communicate relevant messages to all key interested stakeholders
-Resource Management:
Identify potential resource bottlenecks, unique requirements, contingencies and plan accordingly
-Issue Management:
Establish and maintain standards for issue categorization and resolution according to issue
severity and facilitate resolution
-Quality Assurance:
Provide criteria in selecting contractors during the process
PMO Deliverables.
-Project-Specific Deliverables
-These deliverables depend on the nature of the project. Most of these
deliverables should have been identified during the Planning phase.
- Examples of these project-specific deliverables might include functional
design documents,test plans, a training plan, etc
- Project Closure Document.
- The Project Closure document summarizes the Final System Acceptance
meeting. This includes, but is not limited to:
The results of the review of the product delivered against the baseline
requirements and specifications
- List of deviations, documented, and approved; with justifications and future
action plans
-Action items closed or reassigned to the support organization
-References to other deliverables, key features and pertinent information
about final product delivery.
- Approval of project closure via signatures of the Sponsor and key
Stakeholders.
-Outcomes Assessment Report
The Outcomes Assessment Report documents the successes and failures of the project. It provides an historical record of the planned and actual budget and schedule. Other selected metrics on the project can also be collected, based on documented procedures. The report also contains recommendations for future projects of similar size and scope. Information within the report should include, but not be limited to, the following:
- Project sign-off
- Staffing and skills
- Project organizational structure
- Experience with and recommendations for:
- Schedule management
- Cost management
- Risk management
- Quality management
- Configuration management
- Customer expectations management
- Lessons learned
- Recommendations for process improvement and/or template
modifications.
Describe an acknowledgement process in my Unit.?
We measure our performance and values using Key Performance Index (KPI). It being reviewed every quarterly.
Performance appraisal session would be the proper venue for acknowledging performance.
Local customs and tradition are equally important factors to consider when giving directions and guidance to subordinates.
An inspiring vision is too thorough and as detailed a spossible. The more detail is the better.
EDGE
Date: 05-07-2008
TTdotCOM Bhd ( TdC ) Appreciation Day.- Subsidiary of UEM Group of Companies.
Response to Senior Management’s Questions on my reflection to TdC’s performance and improvement effort, after attending VOL 1 workshop.
1. Take time to reflect on your unit’s and TdC’s culture regarding building in quality and getting the job done right the first time. Culture has two aspects –
(i) organizational culture which comprise the distinguishing features of TdC, ie. the customs and ways of doing things that are unique to TdC. In the new “service strategy”, our customs and ways must be towards achieving the service strategy as opposed to, say, a cost effective strategy; with clear outcomes of our service strategy to our customers.
(ii) ethical culture comprise the ethical standards like honesty and integrity, good work ethics, ie. good work behaviour of hard work and diligence as opposed to a bad work attitude of could not care less or “tidak apa”.
a. What do you perceive is the cultural view of people and mistakes (a) in your unit and (b) in TdC? Is it that people make mistakes intentionally or are careless or that there are “bad” employees? Listen to conversations and make a mental note of the comments.
I do perceive on both organizational and ethical culture insist on having high regards/expectation on best performance and best share values on getting job done. In my unit , we will compliment and give credit when things go right or well accomplish. We take responsibility when they do not. We seek for further feedback and acknowledge performance either success or failure/mistakes. Coaching to mitigate mistakes and learned from the past mistake is another source of planning input for the future action plan? At the TdC level, this benchmark on performance and cultivate the best company values is coming into place. The present senior management is employing acknowledgement on performance periodically and exercise differentiation for those with high/respectable performance with appropriate recognition and reward (either monetary or non monetary) ie appreciation day workshop
b. Do you believe that some problems (a) in your unit and (b) in TdC are due to carelessness?
I do not believe that some problems are due to carelessness either in my unit or TdC at large. It could be the values of doing works i.e. human behaviors, attitude getting it accomplish. Sense of ownership and hold accountable shall prevail and overcome carelessness.
c. How will your thinking and actions need to change in order to influence (a) in your unit and (b) in TdC? In this respect, what was your previous thoughts and actions before today and what is your present thinking and actions that you need to institute to bring about the changes? Please particularize your new thoughts and actions.
My thinking and Actions need to change or influence –
I always ask myself with 3 simple questions and answer them honestly and realistically as frequent as I can. The questions are as follows:
“What happened in the past?”
“What did I learn from it?”
“What can I do differently now”
------------------------------------------------------------
Previous thought & action: yesterday
- When we behave the same way, we get the same result
Thinking & action: Today and present
- Learn from the past and plan for the future .When we behave differently, we get different results. If we could learn from the past we could have fewer shortcoming or regrets, then we could have more time and benefits in the present. - We could enjoy a more successful present
We need to work hard and stay engage in the current moment. At the same time look for opportunities to learn from the past engagement and experience – continuous learning and improvement.
Employ Jack Welch’s 4E + 1P or self awareness to drive for excellence performance .
Energy ----- Energise----Edge----Execution + Passion or Self Awareness
To enhance circle of influence and enlarge area of concern in order to have good control in oneself.
d. Are people in your unit expected to participate in the identification and elimination of problems they detect? If yes, then please state the problems that they have detected, who detected the problems and what solutions did they offer. Please particularize.
Yes, we do participate. We do have a checklist each task/project with Risk and dependencies’ list. We shall escalate available info with regards to tech problem or errors to relevant dept (NCC, CIC, IP solution and NROD) for trouble shooting or normalize the service as fast we could.
2. During your “walks”, do you pay particular attention to what happens when a problem occurs (a) in your unit or (b) in TdC?
During my “Walks”- pay attention on the followings below:
(a) in my unit.
- Fault occurrence, customer complaint, subordinate feedback, and performance data
(b) in TdC
- Escalate and share feedback among relevant division ie to AM-Sales, NCC , CIC , Product, within Technology Group.
b i). How did you know there was a problem? Could you (visually) see a deviation from a standard? In other words, how did you become aware that a problem has occurred? Could you see it visually or was it as a result of a report made by a customer or a report made by a subordinate or a third person outside your unit but in TdC?
We could identify problem or risk during planning and pre-implementation period. We need to monitor relevant activities or resources closely and ensuring they are meeting requirement and timeline. We are aware on problem to occur once the deviation or variance in planned parameters. This is could be a great help from vast trend record or lesson learned from previous service delivery.
The other problems may initiate from customer complaint, or internal circle within TdC on fault occurrence via trouble ticket through our established Fault Esacalation Process in CIC and NCC.
b ii). How did the person who detected the problem know it was a problem? Does he or she have a standard for comparison or “just know” from “experience”?
Via fault checklist and enhance with experience in troubleshooting as advantage.
b iii). How was the problem handled? Was the person able to elevate the problem from the work site, or did the person have to go find help? Please particularize the problem, how the problem was handled and by who and whether that person had to elevate the problem to you or that person had to go elsewhere for help.
- Any complaint shall be formalized via trouble tickets. Need to adhere TIME Establish escalation list via CIC and then to NCC.
- Constant verbal communication in every 15 minutes during project cycle by PM’s representative or assigned service / fault engineer for TPP customers.
d. Was there a defined response to the elevation of the problem? If so, please particularize.
Yes, fault escalation procedure based on severity of fault against time (hrs)
Level 1 – O Hrs - immediate – CIC Manager, Team Leader CIC, Support Specialist Engineer, Head/General Manager Customer Services, NCC team (Mgr-Eng)
Level 2 – 1 Hr – AGM/Snr Manager of Net Support, GM Net Support, Head of Net Operation.
Level 3 – 2 Hrs – CTO, Head of Sales Division,
Level 4 - 3 Hrs - EXCO / MD.
b iv). Did the response include verification that the problem, described in response to 2a above, did not affect the customer, and if it did, was the problem contained to prevent spread to the other customers?
Yes, response did include verification of problem via fault report or Incidental report.
b v). Did the response include verification of the cause of the problem, described in response to 2a above, and corrective action to prevent further occurrence?
Yes our fault/incident report without prejudice do covers corrective actions, preventive and recommendation.
b vi). What is the total response time, in relation to the problem described in 2a above, for the problem resolution cycle? What are the total losses from having an ineffective system?
Mean Time To Repair (MTTR) less than 3 hrs
Ineffective system could end up losing long term business and revenue.
b vii). What actions need to be added to your implementation plan to improve your system? What are your views of the proposed plans and, if it is to be implemented by another unit of TdC, your views of the quality of the implementation by that other unit, please?
Customized fault communication via dedicated Service / Fault engineer. He or she shall courted and coordinate effected customer during difficult the situation i.e. what to do, how to do etc…lead to formalize fault occurrence until restoration period. Constant communicating and updating customer at periodic cycle (every 15 minutes). Maintain high quality customer relationship and trust.
3. The foundation for building quality at the source is standardized work in (a) your unit and (b) in TdC. Evaluate your units and TdC’s standardized work process to answer the following questions:
a. Is the standardized work clear and understandable? Yes, Scope of work checklist via Certificate of Completion (COC), Taking Over Certificate (TOC) , User Acceptance Test (UAT)
b. Is an incoming quality check included in every job? Have specific areas been identified for checks based on historical data (check known problem areas)?
QCC – quality circle being practiced at supervisory/field level at Network Development Division (NDD) based on field test procedure .Whilst service and quality assurance at Network Regional Operation Dept (NROD) level..
c. Have the key quality points been identified for each job, and are they verified prior to completion of the job?
Yes via field acceptance test (COC) and joint verify by NOD.
d. Does your system allow people to stop the process if they detect a problem? If so, how many times during the course of last month, have your stopped the process?
Yes, if is totally failed. Need to redo. However if functionally acceptance whilst not fulfilling other cosmetic feature – allow Conditional acceptance with a given period for remedial works.
e. Does this system require you to elevate the problem to ensure that corrective action is taken, and, if so, within what time frame?
In the COC (certificate of completion) , we do record said corrective requirement within 1 or 2 week for non customer impacted. It require maximum 3 hrs corrective action in order to meet agreed SLA offered
4. The next time a problem occurs that is caused by someone making a “mistake,” evaluate the corrective action response.
a. Does the countermeasure go beyond reminders to employees, signs, and refraining? If yes, how many reminders have gone out and to whom? Are these persons repeat mistake offenders? If not, this indicates inability to find true causes and identify effective solutions.
Yes, the countermeasure goes beyond reminders to employees. It shall be minimum one reminder gone out to effected employee and request for showcause feedback for non repeated offenders. If not, need revisit to find true cause and firmly identify effective solution.
Root Cause Analysis Approach shall employ 7 steps & 5 why’s Root Cause Analysis.
b. Are suggestions for solutions solicited from employees? How many suggestions for solutions were received from employees and, if so, what were the suggested solutions, were the suggestions implemented and the persons who made the suggested solutions?
Yes, suggestions for solution are solicited from employees. We encourage as many as possible. Each solution need to be tested for the effectiveness, The persons who made effective suggestion and workable solution shall be recognized and recorded accordingly.
c. Evaluate the mistake for the true root cause. What can be done to prevent anyone from making the same or a similar mistake?
To exercise Root Cause Analysis Approach and instruction need to be publicized and formalized via a must to do procedure in order to prevent form repeating similar mistake. It is a serious offence on violating the same mistake again. Could end up with heavy monetary penalties and disciplinary action.
d. What is the level of your attempts at mistake proofing? Are you putting up signs, detecting problems that already occurred, or preventing the problem from occurring in the first place?
It is the highest level of attempt need to be exercise at mistake proofing. It shall be ongoing improvement initiatives. It shall be a publicized preventive procedure and need to comply without fail. Need to establish an objective of ZERO DEFECT.
e. Add to your implementation plan details for teaching your unit how to do root-cause analysis and error proofing. What specific actions did you take in the previous month to teach, coach and mentor your subordinates?
Conduct regular briefing (daily or weekly basis) and coaching subordinates on lesson learned and sharing root cause analysis. This exercise shall be on rotational basis among team members
5. Did you conduct an appreciative inquiry in your unit to come up with (a) ways to make your unit function better and (b) ways to interact with other units in TdC to help TdC perform better? If so, what were the suggestions made by you?
Yes, each project or task shall constitute Risk and Dependencies report.
These report shall be part of Risk Management‘s Analysis element and well shared among divisions within TdC. Therefore we could have room for improvement in performance.
6. What have you done to create an inspiring workplace?
[ The ability to inspire employees is built on a strong commitment and adherence to the core values of TdC.]
Yes,
1. organize appreciation lunch for BNM working family.
2. differentiate staff with rewarding STAR note to be attached to PMS.
3. Deliver with commitments and Share Company & personal values. Inspire is more than just giving clear instruction or simple direction but pushing people to exceed limitation to higher level on basis of pure trust.
4. listen to human need and emotions
7. What have you done to establish a sense of community?
[Employees have a closer connection to their company if they feel that their workplace also provides a sense of community.]
During conduct Project Management team for BNM Project comprises from different functional team within TTdot Com group.
Establish the sense of community by energizing the mutual process between team leader and team members. This could be done on daily basis ie daily coordination session, weekly project meeting or Monthly Key Information forum/workshop.
Establish common commitment:
- Sharing and seeing big picture : Share vision, mission, goal and strategies as per business plan and timeline
- Adopt and apply agreed values and standards – getting aligned
- Plan together
- Info are well communicated and understand at every working level
- Encourage open communication – two way communications and feedbacks
- Open for Critique and face-up when things are not to standard or non compliance
- Sharing key information area with team members
- Encourage coaching and “ reverse mentoring”
- Exercise “Contrary Thinking “on rotational basis in formal meeting or Forum.
8. What have you done to create an open and supportive environment?
[Leaders can reinforce the core values of the company by fostering working relationships that are open and supportive. These companies have accessible leaders, open communications, and information shared across the company. These workplaces also have a sense of fun where everyone works hard, but also infuses the workplace with humour and laughter.]
Create a weekly progress functional meeting –Rotate chairmanship. Practice ‘concurrence’ decision making. Listen to good or bad feedback. Allow flexible attendance and exit ( ie to attend at later time if attend other priority task , allow to discus early agenda if need to exit earlier, allow attendees to make calls in order to get latest information to resolve urgent task
Allow non formal discussion forum whenever facing new task or challenges. Encourage interrelationship and two way communication.
9. What have you done to celebrate achievements?
[Leaders can instill the values in their workplaces by taking the time to celebrate unit’s milestones and accomplishments.]
1. Non monetary appreciation – public appreciation, star memo to be attached to
Performance Management System ( PMS )…
2. Appreciation lunch ie BNM Project
3. At personnel capacity – encourage Small do and appreciation hi tea whenever we could with team members.
10. What have you done to create a climate of continuous learning?
[Employees experience workplaces that foster continuous learning as values- driven company. TdC needs to support employees to expand their competencies and their understanding of the company through formal and informal learning opportunities.]
1. Management Coaching – basic management and technical practice on monthly basis.
2. Ongoing training provided by Company – min 3 no of training in a year. Emphasis on technical improvement with accredited competencies.
11. What have you done to make your unit a performing unit?
[Employees want to know they are part of a performing unit.]
1. We set the strategic plan as per AOP with target timeline
2. We formulate the plan with regards to our department scope with firm KPI
3. We communicate and distribute to all working level on above action plan. Ensuring it is fully understand
4. We measure our performance periodically and follow up & mitigate the outstanding mater.
12. What have you done to create positive working relationships?
[Employees value positive working relationships with high-caliber and professional colleagues. Employees describe being excited about the thought of coming to work with these colleagues. An important part of positive working relationships is an environment that is relatively free from politics. Employees today do not want to play the political game. They do not have time for it. They are too busy trying to balance their work and active personal lives for organizational politics.]
Acknowledge every effort and contribution made by fellow member and differentiates by appropriate reward. Encourage escalation via formal feedback or open communication.
13. What have you done to create meaningful work for your subordinates?
[Meaningful work is often defined as work that makes a difference or has an impact to the company. Employees often want to see how their work impacts the company’s vision and strategy. They also want to know that the company’s customers are “touched” by their work.]
Build on sense of trust between leader and subordinate on delivering an assigned task. They must have pride to deliver good job on time. Complimenting each other on resolving challenges whenever required. Creating check and balances need to be put in place for better accountability and control
14. Are you working towards being an admired leader?
[Admired leaders are another driver of engagement that must exist throughout the company and at all levels – one of the most important non-monetary drivers of performance. The sense of loyalty that employees can demonstrate to their admired leaders is often remarkable. A related factor is the confidence that employees have in the senior executive team of their company. If confidence is low, this translates into a low level of belief in the ability of a company to succeed in the future.]
Yes, we need a leader by example and to be an inspiration to their followers. We need leadership with best quality behaviors at every level. It could be a “Heroic” leader, “Admired” leader, “Servant” leader or “Situational” leader. Every leader need to manage their expectation on activities, cost and time. We shall emphasis on developing “Servant” leaders who are the people who go about achieving results in the organization .They came from a community of low profile and unassuming way. Leaders achieve successful and outstanding results via support of their team of competent managers. They acknowledge that they rely and stand on the shoulders of their competence manager that they have. We seek leaders with edge and urge to win and build on trust for followers to belief and execute
Date: 08-08-2008
Coaching for Performance
Coaching is an art of revealing someone hidden potential or ability towards better performance. It is not an instruction or personality task.
Our challenges are encompass on our behaviors on personality and characters on energizing peers, colleagues or superiors toward an excellence performance.
Coaching is simply “Helping others to help themselves”. Likewise, every manager in United Engineer Malaysia (UEM) needs to realize how good they can really be versus how good they think they are. They would need to have the ability to help or bring the best to improve performance culture in his colleagues, peers and even superiors. It involves helping someone to help themselves and continuously doing so to learn the art of coaching.
Biggest challenge is to practice an effective art of listening. Listening which covers any two ways feedback with respect to IQ (intelligent quotient), EQ (Emotional quotient) or SQ (spiritual quotient). We are require to be attentived on many aspects and clues in order to be an effective ‘learning by doing’ coaches are as per follows:
Ø Verbal response and acknowledgement
Ø Body language
Ø Facial expression
Ø Paraphrase : leading to empathy and clarity
Ø Generate open / clarification question and listening to response and understanding.
Ø Share meanings on request made and obtain agreement. Probe on relevance on such request.
Ø Notice and check for energy, mood and emotion.
Ø Building trust between coach and coachee.This demonstrate involvement and reliability, competency, convey via sincerity and follow up action.
Ø Establish specific timeframe for completion
Ø Set context for shared values, history and culture
Ø Ensure the validity of request is genuine and perceive as a legitimate source of the request.to check acceptance by the listener
Ø Create clarity and commitment to a goal, stand and objective.
Ø Make request or offers to move the coachee forward and establish promises. This request or offer shall be repeatedly paraphrased in order to clarify of said agreement.
The other major challenge is to differentiate between coaching skill against instruction. We may unconsciously generate an instruction behavior to subordinate without realizing it. This may create an adverse impact on coachee’s response on performance.
Coaching Process
My coaching process is guided with steps which are tabulated as per below:
Date: 12-08-08.
Coaching questions:
Some coaching questions that I may want to consider or to adopt in my ongoing coaching practices. It has been very effective open question to generate positive response and feedback from coachee to improve their intended performance.
The questions are as follows:
Questions on around goals
· What do you want to accomplish?
· What about that is important to you?
· What do you feel about this?
· What will it look like when it is accomplished?
· What do you expect to feel when it is accomplished?
Observe
Their attitude as they talk about they want
· Are they compelled by their goal?
· Is their attitude consistent with accomplishing the goal?
Questions on around resources (skills/tools/systems/processes/relationships they already have, they need) to accomplish the goals
· What have you done about this so far?
· What has worked?
· What has not worked?
· What systems or processes do you have in place that support or don’t support what you intend to accomplish?
· Do you have all the tools and equipment you need?
Observe
· How their body responds to your questions.
· Are they doing what they need to do to get to their goals?
· Do they have the ability to accomplish their goals?
· Do they have the skills and/or know how needed?
· To what degree are they thinking systemically or about structures.
· To what degree do they need to do research
Questions on around “ecology” of the goals – are the goals worthwhile, within your values and the values of those around you
· How does what you want to accomplish impact your relationships?
· What impact does the culture have on what you intend to accomplish?
· What impact does the culture have on what you’re doing now?
· Tell me about your relationships – at work – at home – other.
Observe
· Do they have the relationships they need to support them to accomplish their goals?
Do they have the “right” relationships with the “right” people
Some Questions around moods and attitudes
What mood or attitude do you experience around this issue or opportunity?
How well are these moods or attitudes serving you?
What moods or attitudes will better serve you for making progress with this issue/opportunity?
What do you want to do to shift into a more helpful or useful mood or attitude?
Observe
Do they seem generally open or closed to the situation?
Is their perspective on possibilities open? Or closed?
Do they seem comfortable with uncertainty? Or anxious and uncomfortable with uncertainty?
Are they open to new information? Or unreceptive to new information?
Some Questions around Requests
What requests have you NOT made?
Who have you asked for help and what has the response been?
Are there opportunities for you to make additional requests for help or assistance?
Some Questions around Promises and requests
Is it possible that you have assumed that promises have been made that may not have actually been committed to?
What commitments or promises haven’t been fulfilled?
How have your requests been listened to?
What could you do to make sure that there is a mutual understanding of your request?
Some Questions around declarations
What declarations are not making?
What declarations are you prepared to make now?
Ways to close the coaching conversation
Is it OK with you to end the conversation here?
What is the most important learning for you in this conversation?
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