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Reflection On Coaching

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2.3. Step 3: Reflect on the process of feedback and develop coaching approach a. Reflection 3 The feedback process was done via email rather than face-to-face interview. By this way of communication, I could not observe the coachee’s reaction when he saw my hypotheses and fed them back. However, I assumed that he would not have negative reactions because I had told him about what hypotheses would be before. I thought his attitude would have been cooperative as expected. The first thought I had when reading his feedbacks was that he was using rationality to evaluate his presenting issue. Maybe he did not want to show too much emotions. However, when I read his feedbacks more carefully and tried to interpret their meanings, some new assumptions …show more content…

Firstly, I need to have more talks with him to test my new assumptions as well as to encourage him express more emotions and thoughts. Moreover, I think the best way to understand the presenting issue is viewing it from multi dimensions and putting it in the context of Mr. Hoang’s working environment. Hence, I decide to interview Smartphone sales team and the relevant third party. b. Coaching approach The coaching approach is developed based on the outcomes of these aforementioned steps and my self-reflections on these steps. That approach based on the five following coaching research questions: Who to work with (interviewees)? What (contents)? Where (locations)? When (order of interviewing)? Why (to reveal underlying concerns)? (Lindley 2006) Answering these questions, the outline of the coaching agreement, which will be approved by Mr. Hoang, is composed as below: Interviewees: Mr. Hoang – Senior Manager of Kernel Department - …show more content…

In this article, a good relationship between the coach and the coachee should be built and maintained during the coaching procedures. Once a mutual trust and respect is established, the coach will move to explore what has happened (behavioral focus), what is the reason of the presenting issue based on rational explanation (conscious cognition), then work with what the coach and the coachee suspect and feel (unconscious cognition). Behavioral changes or any possible solutions will be discussed afterwards depending on what to be revealed through coaching sessions and considering the culture or working environment of the coachee’s

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