Contracting Talking Points Flashcards
Master Contracting Talking Points
1
Q
Purpose
A
The purpose of this initial conversation is to set a solid foundation for how we will work together.
It will be helpful for me to learn more about the context you are leading in and your conditions of satisfaction for coaching. I also want to share with you our coaching process and create some explicit agreements about what we can expect from each other: what you can expect from me as your coach, and what I can expect from you as a Leader.
2
Q
Agenda 5 Items
A
- Career Path
- Coaching Objectives
- 3 Phase Coaching Process
- Stakeholders Roles and Responsibilities
- Logistics & Next Steps
3
Q
Intake Interview ?’s - Hx (3)
A
- Tell me about your career. How did you get to where you currently are?
- What types of projects and assignments have you liked the most? Why?
- What have you like the least? Why?
4
Q
Intake Interview ?’s - Current (5)
A
- What are your highest priorities?
- Tell me about your Boss.
- How would you describe your relationship with your Boss? What are his/her top priorities?
- Tell me about your team. How would you describe them?
- How do you suspect that would they describe you to me?
5
Q
Intake Interview ?’s - Fx (4)
A
- Where do you see yourself going from here?
- What skills or talents will you use to get there?
- What will you need to develop?
- What weaknesses will you have to address?
6
Q
Coaching Objectives - Basic (4)
A
- What led you to coaching?
- What are your desired outcomes for this coaching engagement?
- Validation of Business Value Chain and outcomes - How might achieving ___ increase your team’s capability? How might that support your business priorities?
- Which organizational capabilities are most important for us to focus on?
7
Q
Coaching Objectives - Adv (5)
A
- Is there a specific business outcome you are expecting?
- Do you have non-negotiables? In other words, are there outcomes that must be seen?
- Is this a conversation you have had explicitly with your Boss?
- Do you believe you can be committed to do what it takes to get to your outcomes?
- Measurement - How would you know you were successful at achieving your goal? What might the evidence be?
8
Q
Coaching Principles (7)
A
- The nature of our relationship will be about producing some specific results.
- The results will have to do with producing more meaning, value, and satisfaction in your capacity as (Title) at (Company).
- Achieving these results will require you to learn or develop in some way.
- As your coach, I don’t profess to have the answers for you. In this relationship, you’re the expert in your life and your occupation.
- You don’t need to be fixed. There is nothing wrong with you. You are creative, resourceful, & whole.
- You may not even need to be taught anything. I am a firm believer that we need to be reminded more often than taught.
- The primary work of coaching is to be done by you as the Leader, and the work that I do with you as your coach is to act as a strategic thought partner and to deepen your level of accountability and personal responsibility.
9
Q
Different Helping Professions
A
- Training – Develop a specialized skill
- Mentoring – Access to someone else’s experience
- Consulting – Access to subject matter expertise
- Therapy – Resolve (healing) historical issues to make current and future life more satisfying and fulfilling
10
Q
3 Phase Process - Show Portfolio Here
A
Phase I: Alignment
Phase II: Design
Phase III: Acceleration
11
Q
Phase I: Alignment (3)
A
- Target coaching objectives for the Leader, align w/ key stakeholders, and link those objectives to business impact.
- Align Leader’s and Manager’s coaching expectations and goals to ensure we’re all pulling in the same direction.
- Coaching urgent and top priority concerns early.
12
Q
Phase II: Design (3)
A
- Focused assessments help to clarify and prioritize Leader goals and gaps.
- Leader Development Plan establishes progressive milestones, Customer/Performer roles, and metrics.
- Coaching urgent and top priority concerns as needed.
13
Q
Phase III: Acceleration (5)
A
- Coach to the plan
- Modify the plan as needed
- Integrate new practices into the Leader’s workflow
- Track learning and performance
- Monthly coaching progress reports allow key stakeholders to stay engaged, as requested
14
Q
Role of Manager (3)
A
- Directly engage in commitment conversations with the Leader to align coaching objectives with the goals of the organization.
- Commit in action to the success of the coaching engagement and agreed-upon outcomes.
- Provide coaching, support, and feedback to Leader as appropriate.
15
Q
Role of Coach (7)
A
- Ensure our coaching sessions follow a results-driven agenda.
- Adapt to your development needs and business priorities and to work inside your agenda
- Listen with non-judgment
- Listen deeply - Hear your story and not buy your story
- Share observations and questions, challenging you to consider alternative perspectives and strategies
- Give assignments, because the real work of coaching happens in between coaching sessions, on the playing field of your life.
- Maintain the highest level of ethics, professionalism, and confidentiality when serving both you and your company.
