Coaching Spectrum: The Ask/Tell Repertoire (Your first-ever Business e-Coach)

Твой первый Бизнес e-Тренер - ОТКРОЙ ТАЙНЫ синергетикИ и ИЗМЕНИ МИР!

Ты Твой бизнес Венчурное финансирование Менеджмент Лидерство Организация Стратегии роста Инновации Эффективность Маркетинг Конкуренция

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Developing People:

Coaching

Coaching Spectrum: The Ask/Tell Repertoire

From Telling & Controlling To Asking & Empowering

by Vadim Kotelnikov, Founder, The first-ever BUSINESS e-COACH for Innovative Leaders, 1000ventures.com

"I have yet to find the man, however exalted his station, who did not do better work and put forth greater effort under a spirit of approval than under a spirit of criticism." - Charles Schwab

Related Chapters of the Business e-Coach:

Coaching

Selecting an Appropriate Coaching Style: the Skill / Will Matrix

Structuring a Coaching Session - the GROW Model

Instant Payoff Coaching

Feedback

Bad Feedback vs. Good Feedback: Helpful Hints

Asking Effective Questions

Asking versus Telling¹
Benefit	Tell what and how	Ask questions and paraphrase
When to use	Very simple tasks Critical tasks where failure would lead to disaster	Tasks which the coachee will need to repeat in some form in future
Quality of task completion	Lower, unless the coachee's role is to implement a very simple task that has very little scope for being redesigned	Higher, if coachee has reasonable skills and creative ideas to bring
Learning by coachee and coach	Lower	Higher
Motivation of coachee	Lower, unless coachee feels completely lost	Higher in most cases
Initial time from coachee and coach	Slightly less for simple tasks	Slightly more, depending on speed of coachee's learning

The Art of Questioning

You must practice a lot to develop and master your art and skill of effective questioning. The general idea of the learning questions is "to prompt the learners into exploring issues in depth either by direct questions or by implied questions - even a raised eyebrow - so that they become more aware of what is going on and can eventually coach themselves and other. Feedback can then be used to discuss progress and provide guidance, but still by using questions and the main vehicle for progress whenever possible."²

Bibliography:

"The Tao of Coaching", Max Landsberg, 1997
"How To Be Better at Delegation and Coaching", Tony Atherton, 2000

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