If you want to train someone successfully, you must be clear about why you are training them. Once a person has established a reasonable level of trust in their relationship with you as a coach, you may begin to push them to consider other learning style channels. However, the “coach” must direct this process and the coach must carefully observe and listen to the clues that the other person is ready. Once again, this brings us very well to the next stage of our model: receiving information.
One of the reasons a person can benefit from a coach is that they can usually gain a different perspective or have someone look at a problem, problem or challenge with fresh eyes. While a coach can do this in an “ad hoc” way, by adopting a more systematic reformulation process, the individual can be helped to see things in a new way fairly quickly. Finally, let's now consider the last two stages of our effective training model: the first of them and the fifth in general is called recording. Our initial reaction to the “recording” suggests that the coach is usually well prepared to take copious and detailed notes when talking to the coach.
However, it is more accurate to suggest that, in long-term training, in particular, a summary record of what was agreed upon in each conversation can be very useful for both parties. This includes the initial stages of the relationship, when they establish ground rules, when they hold each conversation separately and, finally, when you think you have reached a reasonable conclusion between you. Our last and sixth stage of the model is to review your own performance as a coach. Our goal at this stage is to reflect on the general circumstances in which the training took place, how good the experience was for both parties and what you can learn to do even better as a coach to evolve or progress in the future.
If this is done honestly, your skills as a coach will continue to deepen and your ability to achieve more in your own work and in life in general will increase substantially. And remember, if you think you don't have the capacity to train on a particular topic, refer your coach to someone with more experience, perhaps in some way that, we hope, will put into practice the 6 basic principles of leadership coaching even better than you. In coaching, this is perhaps even more important because it is necessary to create an honest and trusting relationship in which both parties feel that it is safe to be open and frank in the exchange. There are personal trainers, performance trainers, executive trainers and many other types, but in all cases they try to achieve a similar goal: to help people achieve a better result or result.
Watch and train a little more. Once the skill or task has been properly trained, watch the team members in action. You may be quite familiar and probably quite comfortable with the visiting leadership coach model. However, it could also be training of a much less specific nature, in which a person needs extensive but immediate feedback on their overall performance in a position (when promoted to a new management or leadership position, for example).
As the coach moves to the right in this model (and talks a little less), he goes into “show and help” mode. Whether you're an external executive coach or a leadership coach working in the trenches of your organization, many of the same general rules apply in terms of what it takes to train your staff. This means that it is the coach who must invest time in reading the other person and then applying the information collected to build what we could call “relationship bridges”. However, receiving effectively is actually a very active process in which the coach invests considerable effort both to concentrate and to listen carefully.
In point four, the coach works with the coach to deliberately try to replace limiting thoughts with new and much more positive ones, and then asks the individual to consider the implications and develop an action plan based on the new mental experience. . .