Coaching Culture Assessment Report    

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Competency One: Leadership

Leaders set the tone, pace, and expectations for a culture as they inescapably role model what is expected, desired, and/or tolerated in the company. People assume permission to do what they perceive is modeled by their next level of leadership. Leaders model being a “coach practitioner” engaged in continuous learning about what it means to be a coach.

Competency Two: Customer Focus
Customers are the life-line of the organization. Business practices are established to pro-actively seek, verify, understand, and positively respond to challenges identified in customer feedback, and follow-up with (internal & external) customer stakeholders to ensure satisfaction.

Competency Three: 360° Coaching
A coaching culture incorporates coaching up (to your Boss), laterally (to your Peers), and down (to your Direct Reports), and encourages people to coach outside their management ‘line of sight’. Coaching conversations make it easier for people to talk about what is important in their jobs and in serving the strategy & mission of the organization.

Competency Four: Learning & Change
People are expected to have learning conversations with all teammates that result in more understanding and support for one another, more cohesion and trust, easier resolution of conflicts, and more results for the organization. People safely challenge ideas and decisions, lessons learned are shared more easily, risk-taking is enhanced and the organization becomes more effective and efficient.

Competency Five: Systems Integration
All Human Resource Systems that impact people (recruiting, training, performance evaluations, promotions, compensation, personal development plans, etc.) have directly integrated coaching principles into their practices. The systems support and encourage coaching as a way of life.

 

 

轉化式教練技巧評估

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建立基礎階段:

1.連結

2.設定組織方向

3.設定GRRATE期望

4.觀察

5.準備

回饋循環階段:

6.專注於當下

7.說明教練主題

8.設定背景

9.分享正向的意圖

10.確認許可

11.描述行為與其影響

12.促進學習的提問來探索經驗及信念

13.反映式的同理傾聽

14.探索雙方在此共創局面中的當責角色
促進行動階段:

15.重新聚焦共同的成功願景

16.徵詢並建議行動選項

17.要求特定的改變

18.要求改變 (闡明後果)

19.闡明行動承諾、後續的計劃並給予支持

20.回顧與欣賞