tailieunhanh - The art and practice of leadership coaching phần 3

Trong các lĩnh vực phát triển nghề nghiệp và giữ chân nhân viên, Beverly Kaye là một trong những loa yêu cầu và đánh giá cao nhất của Liên kết. Cuốn sách của mình, Love'em hoặc Lose'em, là cuốn sách bán chạy nhất từng được viết về chủ đề trong việc giữ chân. | 42 Working with Coaches working at it consistently and with commitment while trusting the coach to be there with all necessary support and expertise. Further it is important for everyone to understand the risk of a person s taking on change and the subsequent fear of failure that can result. If the coachee is not willing to make that level of commitment or as sometimes happens if the organization is not truly willing to be supportive then it s up to the coach to identify that problem clarify expectations and continue or abandon the project as appropriate. The coaching journey especially for a top leader or executive does not take place in a vacuum or during a time-out from other responsibilities pressures and interpersonal demands. It is not surprising that the regimen of change can sometimes become lost amidst so many day-to-day concerns. The coach is there to watch over the small steps in what can be described as the microplan. It is after all only through small steps that we achieve larger aims. As Hesiod one of the earliest Greek philosopher-poets stated 2 600 years ago If you add little to little and do it often soon the little will grow and become big. The coach must also link the microplan to the larger vision otherwise the coachee will not be reinforced by his or her steady accomplishments. As anyone who has ever driven a change process will recognize the steps leading toward that change are lost to many people in the details of the daily grind. By deliberately and frequently linking the coachee s efforts to the overall objective the coach creates the sense of forward momentum and purpose valued by action and goal-oriented organizations. This chapter describes the coach-coachee partnership from two vantage points. Part I looks at how the coach designs the engagement s system in order to create the conditions for a true partnership. Without this structure both sides are liable to seek paths of least resistance whenever they encounter pressures or roadblocks.