By Sarah Cook.

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Extra info for Coaching for high performance : how to develop exceptional results through coaching

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M. to finish the job in time. I did notice that you’ve had difficulty getting everyone’s input. ’ x ‘Your presentation was very poor. ’ ‘The report is excellent. ’ ‘I’ve noticed an improvement in the number of questions you are asking during the call; however, you still need to listen more actively’. ’ ‘I’m fed up with having to play nursemaid to you lot. I can’t rely on you for anything. ’ o ‘Yes, I really liked the fact that you asked open questions. ” after John had put forward his suggestion.

Sometimes you may be displaying emotions or behaviour that impact negatively on the group around you, but you are unaware of that. Feedback illuminates the blind spots we all have about ourselves and increases our self-awareness. Feedback helps increase our self-awareness and thereby opens areas which we can potentially capitalise on, improve and develop. Beliefs about feedback Fundamental to being able to give effective feedback is the belief that feedback is a helpful, healthy and positive communication between two people.

This is effective feedback. There is a two-way dialogue. 60 CHAPTER 5: CONTRACTING AND GOALSETTING In this chapter I provide guidance on: x How to ‘contract’ with a coachee. x How to set SMART goals with a coachee. x The pitfalls when helping the coachee set goals. The beginning of any coaching partnership is key to developing an ongoing relationship. I have supervised many coaches who have privately sought advice about coaching relationships that have gone wrong. Typically the problems they have encountered relate to the lack of clarity about how they will work with their coachee and the lack of agreed objectives for the coaching they are about to undertake.

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