Normally, I don't introduce the 2-col exercise in COACH2
other than to note it exists as a tool people can use.
The example I'm referring to is
here
I have a piece on it here for your edification if you don't
have enough yet to assimilate and read!
http://www.coachingedge.com/12/two-column.htm
The procedure I use at times with executive clients is:
1. Discuss the procedure ahead of time and include as scope
of work in proposal (need extra dollars for this)
2. Hold the session, record it ( I try to record all exec
coach sessions and allow client to listen, if they don't
listen to them, that tells me something!)
3. Transcribe the session
4. send the client a two-column formatted word doc, so all
they have to do is complete it (if they don't that tells me
something<G>)
5. if the client wishes to schedule a discussion session
(which I allow for in proposal--extra $) then we may discuss
it over the phone, or in their off
time, it depends on the contract
6. In some cases, the client may have a working journal they
are using
during the coaching contract, they may choose to journal
some.
7. I often have them transfer the questions to their journal
that they ask themselves, in this case, dan asked some very
good questions of him self and
the "straw man." <G>
8. I may from time to time if I am aware the client is
keeping or not keeping a promised journal ask the question,
is this something to journal around, have you journalled
around this...are you journalling around this [giving client
an out<G> which some coaches say don't do, I often do it,
because I've realized people change when they have to,
either imposed externally or imposed internally, if I mess
with that process, I am taking PAAR for the outcomes...if
I'm doing that then I;m not coaching in my defintion of
COACH2, I'm either becoming the client's mother or a
consultant, advisor, mentor, etc and of course if that's in
the scope of work, fine, if not, then we either don't do it
or recontract if it has to be done. Sometimes, I will refer
out here depending on the issues, because I
just don't have the patience to take people's money if they
aren't going to do anything, and that is just me, that is
why in most cases, I don't coach much retail anymore because
I find few clients willing to make the commitment to do the
work and I am no longer any one's mother. <G>]
9. I like pointing to 2-col work or journaling in evaluation
sessions, those sessions are held at week 13 in each cycle,
so if we've done one or two, we might haul them out and look
for patterns or issues to recontract on for the next cycle.
Often in the introductory cycle (the first 13 weeks),
developmental issues arise, then we begin developmental work
with ISIS Prime
http://www.1isis.com/ or ISIS iMAP if we have a
specific issue
http://www.1isis.com/dev . These processes are modeled
and taught in the
http://www.strategyfocusedcoaching.com system.
10. At the end of the second cycle, which may have included
assessment work on the individual pbc in relation to role
issues in the first cycle, a developmental plan or 360 in
the dev cycle, I'll move to some 2 col work in the cycle
that follows the dev cycle or continues it, depending on the
IMULL issues.
You'll notice that in the 2 Col here, that I was able to
cover the IMULL issues indirectly and watch them as a
process in the background as the client worked. The only
mistake I made was to not probe directly the
client's discovery of the low-hanging fruit as we closed.
Instead of just doing the "you have 45 seconds...I could
have said" In 45 seconds, could you
tell me how you'll engage others around this. This is what I
call a probing prompt, as it assumes that it is imp and the
client didn't specifically name it as imp, but it could be
inferred it might be from the client's language.
The could part is an ambiguous skill question because it
might reveal layers of capability and skill.
For example:
He might say:
Yes that is something I can do and am already doing.
Yes, I will begin to find some people...
Yes, I think that might be a next step...
Or
No, I'm not sure how I'll approach that
No, I can't now, but I'm going to work towards that...
No, but I do think I'll consider that
I think you see my point. I believe there was low-hanging
fruit, I think he came up with it through the efficacy in
his problem solving and all I needed
to do was give it a chance to swim on the way out.
I don't think I did it because I wanted to model staying out
of asking for commitment with a contractor to allow him to
do his thing.
But regardless, he'll see it now.
AND THIS IS SOMETIMES THE POWER OF THE AFTER ACTION REVIEW.
The AAR can be a very important part of coaching, just like
the after action review can be a very important part of any
action exercise, whether it be
military or business. The After Action Review, which I've
pioneered in coaching is a structured process that may have
great value for leadership in business and in life.
Hope you learn from the work,
mike
http://www.b-coach.com/
"coach training for everyone"
Mike R. Jay
1132 13th Ave
Mitchell, NE
877-901-COACH
