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Coaching Basics > Coaching "highlighted" Content > Flashcards

Coaching "highlighted" Content Flashcards

1
Q

How many models exist for coaching?

A

There are dozens of models for coaching, and no one model is standard.

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2
Q

What are things most coaching models include?

A

Process steps for engaging the performer, contracting, goal setting, assessing, having conversations, developing and action planning.

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3
Q

What is often considered the most important, or one of the most important aspects of coaching?

A

The relationship between the coach and the performer.

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4
Q

What is most important in relation to the performers’ goals?

A

Helping performers clarify their goals.

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5
Q

Should coaches assist performers in creating visions for success?

A

Yes

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6
Q

How should goals be defined?

A

Goals should be defined and expressed in ways that encourage and improve performance.

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7
Q

Should performers set SMART goals?

A

Sometimes but that is not always enough. In fact SMART characteristics can even hinder achievement by focusing the performer on efficiency when innovation might be more important.

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8
Q

What is a H.A.R.D. goal?

A

Heartfelt, Animated, Required and Difficult. HARD goals are designed to increase intrinsic motivation.

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9
Q

What is the most important question a coach can ask about a goal according to Mark Murphy, author of Hard Goals?

A

Why do you care about this?

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10
Q

In the Agreement phase what is an example of an If / Then?

A

If I feel as though you are not being coachable, then I will ______.

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11
Q

Why is action planning important to coaching?

A

It improves relevance and results

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12
Q

What is coaching?

A

Coaching is a change intervention applied to one person or a small group. To realize maximum benefit coaching need to facilitate performer change and transition.

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13
Q

Which transition model is the most comprehensive and has stood the test of time?

A

Bridges’ Transition Model

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14
Q

What is the difference between change and transition?

A

Change is a situation where something transforms: jobs, mergers, promotions… Transition is the inner process through which performers come to terms with changes. This process includes letting go of the way things used to be and getting comfortable with the way they are now.

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15
Q

What are the three phases in Bridges’ Transition Model?

A
  1. Ending 2. Neutral Zone 3. New Beginning
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16
Q

Why is the performers’ definition of success important?

A

Your definition of success is important because it shapes the choices you make and the way in which you approach work and life. Performers may get stuck because of the way they define success. You cannot ask about a performers’ definition of success and expect to get a complete answer.

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17
Q

What is the most effective way of determining a performers’ definition of success?

A

Asking them questions and observing their behaviors. If performers are willing, suggest they create an ideal definition of success.

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18
Q

The focus of coaching is always on?

A

The performer

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19
Q

What does CBWA stand for?

A

Coaching by walking around

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20
Q

What are the 7 elements of great dialogue?

A 
Relevance
Inquiry
Freedom
Connectedness
Reception
Empowerment
Play
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21
Q

In addition to their most important goals you also want to focus on a performers’ ________ ?

A

Most troublesome barriers

22
Q

According to the Fords, what are the three types of unproductive conversations?

A

Complaints, Blaming and Gossip.

23
Q

According to the Fords, what are the four types of productive conversations?

A

Initiative Conversations: Focus on the future and what’s possible
Understanding Conversations: Help performers learn about ideas so they can act on them
Performance Conversations: Create agreement and accountability between the coach and performer. (this is not a counseling conversation)
Closure Conversations: Serve to celebrate successes, acknowledge setbacks and bring things to completion.

24
Q

In one word, what is at the core of coaching?

A

Inquiry

25
Q

What do provocative questions do?

A

They excite and stimulate conversation. exp..”What would happen if….”

26
Q

What do evocative questions do?

A

They pull in the participant and bring things to mind. exp. “What kind of work makes you feel most engaged and satisfied?”

27
Q

What is one of the biggest challenges for coaches?

A

Asking questions without opinions, ideas or worst, advice.

28
Q

If a performer specifically asks you for advice / opinion what can you do instead of immediately giving it?

A

First, assess whether giving advice / opinion will be most helpful or will asking them a few questions better serve their needs. Engage them in dialogue or offer a compromise. “I will tell you what I think but first I want to hear……..”

29
Q

What is a cardinal sin in relation to coaching feedback?

A

Giving the same feedback repeatedly

30
Q

When do conversations achieve Topic Empowerment?

A

When the performer can have an effect on the discussion and outcome.

31
Q

Which traits most define a “coachable manager?”

A

They display a sense of calm and focus and they can process ideas without feeling the need to defend or rationalize current methods.

32
Q

What is your only goal if a performer is uncoachable?

A

Helping them become coachable. Nothing can happen if the performer is uncoachable.

33
Q

Is a performer expected to be coachable all the time?

A

No. That’s unrealistic. It’s important to be coachable when it matters most.

34
Q

Should the coach ever blame the performer?

A

No. The minute the coach blames the performer they need to get the performer to another coach.

35
Q

Should the performers’ boss define the coaching?

A

No. The performer defines what they want.

36
Q

What are some coaches’ behaviors which may cause the performer to “tune out?”

A

Agreeing with the performer when another response would be more helpful

Being judgmental or rigid

Going too fast or too slow

Being untrustworthy

37
Q

What is the biggest pitfall for a coach?

A

Being an uncoachable coach

38
Q

A performers’ lack of self awareness can be linked to?

A

Unknown weaknesses and / or unknown strengths

39
Q

Do performers always know their areas of weakness and strength?

A

No and effective coaching is one of the best tools for improving self awareness.

40
Q

In relation to self awareness, what are the three types of performers?

A

The Unaware
The Self Aware but Lost
The Self Aware and Self Motivated

41
Q

Coaching is at its best when?

A

It facilitates a breakthrough

42
Q

What are some common ways to create breakthroughs?

A

Taking Action
Deep Thinking
Coached Nudges
Making Requests

43
Q

What are the two types of requests used in coaching?

A 
Everyday Requests
Prime Requests (a bit beyond reasonable)
44
Q

What are some common breakthrough inhibitors?

A 
Paralysis of analysis
A focus on logic
A scarcity mindset
Fear
The self fulfilling prophecy
No room at the mental inn
Schools of thought
45
Q

Are general questions like “How are you doing?” or “Have you done your actions today?” effective for microcoacing?

A

No. Replace them with specific questions like “Your examples in the meeting were awesome” and “I love how you switched up the team huddle.”

46
Q

What is the preferred number of people for a team coaching session?

A

Fewer than 10. 5 to 6 is ideal.

47
Q

Is team coaching a good tool for turning around a dysfunctional team?

A

No, because most dysfunctional teams suffer from poor relationships and a lack of mutual respect.

48
Q

Should a coach ever replace a performers’ goal with their own?

A

No. This would then become advice or counseling.

49
Q

Coaching truth:

A

Every performer is both highly talented and highly flawed and coaches need to acknowledge all aspects of performance.

50
Q

Should coaches seek coaching themselves?

A

Yes. They will then get the benefits of coaching and better understand coaching from the performers’ perspective.

Coaching Basics (4 decks)

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