Coaching skills demonstration

00:09:20
https://www.youtube.com/watch?v=to73DYQkApQ

概要

TLDRDans cette vidéo, le coaching est défini comme un dialogue structuré qui aide les individus à résoudre des problèmes et à améliorer leur rendement. Un exemple est donné à travers la discussion entre Amanda et son coach sur sa relation difficile avec son nouveau manager, qui ne lui offre pas assez de direction. Grâce à cette conversation, Amanda prend conscience de ses besoins et de la nécessité d'initier une communication plus proactive avec son manager. Elle élabore un plan pour structurer ses rencontres, en définissant clairement ses priorités et attentes. La vidéo conclut en incitant les spectateurs à s'inscrire pour un programme de coaching.

収穫

  • 💬 Le coaching est une conversation guidée.
  • 🔍 Identifiez le véritable problème à résoudre.
  • 📊 Évaluez où vous en êtes actuellement.
  • 🎯 Définissez votre état désiré.
  • 📝 Prévoyez comment atteindre vos objectifs.
  • 🗨️ La communication avec votre manager est essentielle.
  • 🔄 La prise d'initiative peut améliorer la relation professionnelle.
  • 📈 Une structure claire pour les réunions améliore l'efficacité.
  • 🤝 Le coaching peut démystifier les attentes des managers.
  • 💪 Commencer un programme de coaching peut transformer votre carrière.

タイムライン

  • 00:00:00 - 00:09:20

    Cette vidéo présente le coaching comme une conversation guidée visant à résoudre des problèmes, à définir des objectifs ou à apprendre de nouveaux comportements. Le processus se décompose en quatre étapes : identifier le problème, évaluer la situation actuelle, définir l'état souhaité et planifier les étapes pour y parvenir. Dans un exemple pratique, Amanda discute avec un coach de ses difficultés avec son nouveau manager, qui a un style de gestion très différent de son précédent. Ils explorent l'absence de direction que Amanda ressent et comment cela affecte sa motivation au travail. Le coach aide Amanda à réfléchir à la manière de mieux communiquer ses besoins à son manager, notamment en limitant le nombre de points à aborder lors de leurs réunions. Ce passage montre comment le coaching permet à une personne de prendre conscience de ses défis et de développer des stratégies pour améliorer ses interactions professionnelles.

マインドマップ

ビデオQ&A

  • Qu'est-ce que le coaching ?

    Le coaching est une conversation guidée qui aide à résoudre des problèmes, fixer des objectifs et apprendre de nouveaux comportements.

  • Quelles sont les étapes principales du coaching ?

    Les quatre étapes principales sont : identifier le problème, évaluer la situation actuelle, définir l'état désiré et déterminer comment y parvenir.

  • Comment le coaching aide-t-il à surmonter des défis au travail ?

    Le coaching permet d'éclaircir les but souhaités, d'améliorer la communication et de trouver des solutions concrètes aux défis rencontrés.

  • Comment se déroule une session de coaching ?

    Une session de coaching se concentre sur la discussion des défis actuels, l'identification des besoins, et la génération d'un plan d'action.

  • Comment puis-je commencer un programme de coaching ?

    Vous pouvez télécharger un kit de démarrage sur le site web ou contacter le coach pour organiser votre première session.

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  • 00:00:03
    welcome to think line succeeds coaching
  • 00:00:05
    service if you're wondering how coaching
  • 00:00:08
    works this video will answer your
  • 00:00:11
    questions so what is coaching coaching
  • 00:00:15
    is a guided conversation it helps you
  • 00:00:19
    sort out problems set goals or learn new
  • 00:00:22
    behaviors there are four main steps
  • 00:00:25
    involved in coaching pinpoint the real
  • 00:00:28
    issue assess where you are now
  • 00:00:31
    define your desired state and work out
  • 00:00:34
    how to get there
  • 00:00:36
    let's see those steps in action now
  • 00:00:40
    so Amanda have you been going since our
  • 00:00:42
    last session well I haven't really been
  • 00:00:47
    enjoying working with my new manager
  • 00:00:49
    that's bad news in it yeah man what
  • 00:00:52
    what's happening well he all we have
  • 00:00:59
    meetings on a regular basis but he does
  • 00:01:03
    actually give me any direction what I'm
  • 00:01:05
    supposed to be doing I think he just
  • 00:01:07
    expects that I can just work out what
  • 00:01:08
    him you know what Hicks what he wants he
  • 00:01:12
    just puts ideas out there I don't I
  • 00:01:15
    don't know what to do with them so he
  • 00:01:17
    sort of feeling overwhelmed and you want
  • 00:01:19
    him to give you a little bit more guide
  • 00:01:21
    and absolutely that's his job so it
  • 00:01:25
    sounds like you're not used to being
  • 00:01:27
    managed this way no no my last my last
  • 00:01:31
    manager was amazing so we would have
  • 00:01:33
    regular meetings even like often on a
  • 00:01:35
    daily basis I could go in there with my
  • 00:01:38
    daily work plan we could talk through
  • 00:01:40
    what I needed to do all of the steps
  • 00:01:42
    work that I needed to take she was right
  • 00:01:45
    there at the end of the her office but
  • 00:01:48
    you know at the end of the emails she
  • 00:01:50
    replied to my emails almost
  • 00:01:51
    instantaneously and so we had his bounce
  • 00:01:54
    ideas back and forth so you're finding
  • 00:01:56
    that your new manager has a really
  • 00:01:58
    different sort of style when he leads me
  • 00:02:00
    to my own devices and what are you
  • 00:02:03
    wanting from him instead well I want to
  • 00:02:06
    be able to speak to him whenever I need
  • 00:02:07
    to speak to him I'm often like all
  • 00:02:10
    throughout the day I've
  • 00:02:10
    things that I need to ask and I just
  • 00:02:13
    can't get a foot in the door so what
  • 00:02:15
    happens when you do try to go and see
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    him ah well he's not really keen he said
  • 00:02:21
    he said kind of there's an expectation
  • 00:02:23
    that I should just be getting on with
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    her like that you know I should be able
  • 00:02:28
    to just roll with it and give him
  • 00:02:31
    updates rather than actually sit down
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    and talk about what it is that I'm going
  • 00:02:36
    to be doing hmm so you're really feeling
  • 00:02:38
    like there's a gap in terms of the sort
  • 00:02:40
    of level of guidance that he's giving to
  • 00:02:43
    you and what your wanting is for him to
  • 00:02:45
    go through things in a little bit more
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    detail with you absolutely it's more top
  • 00:02:48
    level you mentioned earlier that you are
  • 00:02:50
    meeting with him but that that's not
  • 00:02:52
    working so just talk me through a little
  • 00:02:54
    bit about how often you do imagined and
  • 00:02:57
    what sort of things are happening in
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    those meetings when you do manage to pin
  • 00:03:00
    him down well it's well it's probably
  • 00:03:03
    once or twice a week um we sit down here
  • 00:03:07
    talks to me about what are the key
  • 00:03:10
    projects that I'm delivering on he just
  • 00:03:13
    seeks an update he sort of says are
  • 00:03:15
    there any other any concerns or risks
  • 00:03:18
    that he needs to be aware of really just
  • 00:03:23
    it's more of us it's more of a status
  • 00:03:25
    update and is there a big problem that
  • 00:03:27
    he needs to step in so if we would have
  • 00:03:30
    sort of try and get into his head what
  • 00:03:32
    do you think he's expecting from you
  • 00:03:35
    that's a good question um he's I guess
  • 00:03:40
    it's just expected that I know what I'm
  • 00:03:42
    doing and then I can that I'm I'm
  • 00:03:46
    implementing without needing to have to
  • 00:03:50
    speak through the detail with him mm-hmm
  • 00:03:52
    well that's look at that realistically
  • 00:03:54
    do you know what you're doing yes what I
  • 00:03:58
    like to sound bored with people my ideas
  • 00:04:00
    for how I'm going to approach a key
  • 00:04:03
    deliverable or a task now we need to
  • 00:04:07
    really look at what you're doing with
  • 00:04:08
    your manager and how you think he wants
  • 00:04:10
    you to be communicating because I think
  • 00:04:12
    we're starting to get a bit of an issue
  • 00:04:13
    there aren't we around how that process
  • 00:04:16
    of conversation is going in your
  • 00:04:18
    meetings yes I'm getting frustrated
  • 00:04:20
    and it's impacting on my workday and and
  • 00:04:24
    my motivation to come to work so let's
  • 00:04:28
    imagine that you woke up tomorrow and
  • 00:04:30
    that situation had changed you'd found
  • 00:04:33
    the magic formula that was going to make
  • 00:04:35
    that relationship work what do you think
  • 00:04:37
    you'd be doing differently with your
  • 00:04:38
    manager well I think I would be I would
  • 00:04:44
    be easier to work with I think I think
  • 00:04:47
    I'm at the moment I'm probably guarded
  • 00:04:51
    I'm not sharing information because I'm
  • 00:04:59
    kind of holding back I guess in a way
  • 00:05:01
    because I'm not feeling supported I
  • 00:05:04
    think it's the the magic formula version
  • 00:05:07
    I think would be where he would give me
  • 00:05:10
    some more guidance as to how he wanted
  • 00:05:15
    me to approach a key piece of work um I
  • 00:05:20
    get I guess I'm sorry I get what you're
  • 00:05:24
    saying here I understand that he had
  • 00:05:25
    trusts me to do the delivery but perhaps
  • 00:05:27
    I need to be more front about seeking
  • 00:05:30
    some advice on on some pieces of my work
  • 00:05:33
    okay so let's imagine that you were
  • 00:05:36
    doing that in a way that would work for
  • 00:05:37
    him what's he going to expect from you
  • 00:05:40
    coming in to see him around that I guess
  • 00:05:43
    what he's expecting from me is someone
  • 00:05:45
    that really owns their responsibilities
  • 00:05:50
    and recognizes that he is time poor so
  • 00:05:57
    ideally what do you think he would see
  • 00:05:59
    as being the ideal timeframe for one of
  • 00:06:02
    these meetings oh my goodness um well I
  • 00:06:06
    know he's got several teams or several
  • 00:06:08
    people that reporting to him so he he
  • 00:06:13
    wouldn't he wouldn't be able to spend
  • 00:06:14
    that as much time I guess as I want with
  • 00:06:16
    every single one of his direct reports
  • 00:06:18
    so I guess he probably only needs to see
  • 00:06:22
    me everything going well once a week
  • 00:06:26
    even for half an hour for that update
  • 00:06:29
    so how we going to organize that how are
  • 00:06:31
    you going to get all of this done once a
  • 00:06:33
    week
  • 00:06:33
    in a half-hour format oh gosh so I think
  • 00:06:38
    I need to be on top of the perhaps I
  • 00:06:42
    probably need to prioritize what I'm
  • 00:06:44
    going to ask him what I need his input
  • 00:06:46
    on instead of going there with
  • 00:06:48
    everything so how many points do you
  • 00:06:51
    think you should have ideally in one
  • 00:06:52
    meeting oh gosh five probably three
  • 00:07:00
    mm-hmm okay
  • 00:07:02
    so if we said the top three priorities
  • 00:07:04
    that you typically need to get through
  • 00:07:06
    what would that be
  • 00:07:07
    I'll probably say this is where we're up
  • 00:07:10
    to this is an issue and this is where I
  • 00:07:16
    just need to get some input from you or
  • 00:07:19
    feedback on how to move something
  • 00:07:22
    forward let's imagine how he would
  • 00:07:24
    respond to that I think he would love
  • 00:07:26
    that
  • 00:07:27
    I think he gets frustrated with me that
  • 00:07:30
    I'm actually always trying to get that
  • 00:07:32
    information from him and I think that
  • 00:07:34
    would be a real shift in our in our
  • 00:07:37
    relationship so I think that that would
  • 00:07:42
    be hugely beneficial and he would see
  • 00:07:44
    that the meetings that would probably be
  • 00:07:47
    more productive on a scale of one to ten
  • 00:07:50
    how effective do you think this solution
  • 00:07:52
    is going to be with one thing not
  • 00:07:53
    effective at all and 10 being fabulous
  • 00:07:56
    oh gosh I think this has a potential to
  • 00:07:58
    be a 10 considering right now I've been
  • 00:08:02
    sitting at a1 before I came to see you
  • 00:08:04
    so I think this is gay I've you've
  • 00:08:08
    definitely given me some clarity about
  • 00:08:09
    what what my needs and wants on and how
  • 00:08:14
    I could best sort of get those so yeah I
  • 00:08:19
    feel good about this because I hadn't
  • 00:08:21
    thought about it from Ben's perspective
  • 00:08:22
    before and I hadn't actually even really
  • 00:08:25
    thought about I had definitely had
  • 00:08:27
    thought about speaking to Jane and as a
  • 00:08:30
    mentor and I think she'd be a fabulous
  • 00:08:32
    mentor it sounds as though now you're
  • 00:08:36
    realizing that maybe Ben's giving you an
  • 00:08:38
    opportunity to work at that much more
  • 00:08:40
    strategic level and I'm really pleased
  • 00:08:42
    to hear that you starting to thinking
  • 00:08:44
    too
  • 00:08:44
    it being possible for you I think we've
  • 00:08:47
    got our next session lined up in about
  • 00:08:48
    three weeks time fantastic thank you
  • 00:08:51
    Allinol Thank You Amanda
  • 00:08:54
    so are you keen to get started on your
  • 00:08:58
    coaching program download your starter
  • 00:09:01
    kit from our website or contact me to
  • 00:09:04
    set up your first session get started on
  • 00:09:06
    your journey to success today contact me
  • 00:09:10
    now to book your coaching program
タグ
  • coaching
  • développement personnel
  • communication
  • gestion de carrière
  • objectifs
  • problèmes au travail
  • mentorat
  • réussite
  • relation professionnelle
  • coaching efficace