Coaching Conversations

Coaches are not specialized professionals, they are simply Coaching conversationists.  Their conversations are insightful, empowering, non-judgemental and derive action.  Coaching conversationists ask rather than tell. Their conversations may just be a few minutes or a little longer but you always walk away with a clearer mind and higher energy. These conversations may be planned and thus formal or informal exchanges in the office corridors, hallways, cafeterias and other workspaces in the course of everyday work.

Coaching conversations turn experiences into learning and resistance into acceptance and action.

Coaching conversationists make people more self-aware. With less clutter in their minds, people have improved clarity and thus can focus better on what’s important to them. This translates into action with accountability.  Organizations and Individuals alike can benefiting greatly from a coaching conversations culture by way of :

  • Increased engagement levels
  • Improved sense of purpose and meaning
  • Higher job satisfaction and morale
  • More openness to collaboration
  • A more present workforce, physically and mentally

Coaching conversations are all about the coachee and require you to do four things:

  • Be present without judgements. Take the coachee as “The most important person” in the moment and remain neutral so that the coachee can share what’s on his mind comfortably.
  • Listen carefully. Listen completely with eyes, ears and mind. Avoid drifting away from the conversation or assumptions.  This conversations is all about the coachee and not bot the coach.  Allow space, silence — create a comfort level — for others to think, reflect and express themselves.
  • Respond as a Coach. Coaching isn’t a quick fix or about providing solutions.  Even when you may have the best solution, it may not work for the coachee. It’s about helping the coachee  uncover answers though inquiry, openness and exploration. Encourage to draw out information by stretching the coachee’s thinking, for instance,: What else is possible? What else could you do? If there were more solutions  what could they be? What else can you consider? Who else is relevant here? Who else is being affected in this situation? What could you learn from this situation? 
  • Coachee’s choice. Let the Coachee make a choice independently. If the choice isn’t one you would make — don’t shut it down. Encourage thorough thinking through asking questions rather than questioning the choice. Support the coachee rather than judge.

Coaching conversationists believe that people are resourceful in finding solutions that will serve them. On the contrary if someone provides solutions, it is only for reasons that: someone asked you for solution expecting for your advice (not coaching but mentoring) or you think that the other person cannot find solution to the problem.

Become a Coaching Conversationist, open the door to new thinking, new action and valuable learning.


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