Coaching session 5:

Time: Monday 28th March 2022 - 11:00 Hrs (GMT), 18:00 Hrs (Hanoi) Vietnam

Join Zoom Meeting:  https://us02web.zoom.us/j/84637162404?pwd=ZHRJUlRwTStlUGpmaEtHZ1NBTmJrdz09

Meeting ID: 846 3716 2404 / Passcode: 152536

Recap:  Session 4 - see "Coaching Log"

Coachee Mai Nguyeu

This will be your 5th of 6 coaching sessions and will be recorded.

Do you wish to alter the current coaching contract ?

In particular, are you in agreement with the follow coaching development:

• The integrates and building on client’s ideas and suggestions. Ref: C:5.6

• Brainstorms and assists the client to define actions that will enable the client to demonstrate, practice, and deepen new learning. Ref: D:9.1

Ref: ICF Core Competencies: URL: https://coachfederation.org/core-competencies

Topic: Improving performance effectiveness of coachee's Coaching Business.

Goal (outcome): To incorporate the 7 Eyed Supervisory Model, so as, to enhance coaching effectiveness?

Coaching conversation:  

(4) The Coach.

• What opportunities are afforded to promote self awareness?

• Why would enhance self awareness deepen the learning about how to use their full potential?

• What may be getting in the way of that happening? 

• How does self awareness help a coach use their full potential?

• Where dose this aspect fit into improving the coache's performance and effectiveness the Coaching Business?

• Who is responsible for self awareness?

• Which key competencies need to be developed?

(5) The supervisory relationship and parallel process. 

• What it is like for the client/coachee to be in this relationship/process?

• Why, is it a valuable perspective - in the coach and client/coachee relationship - to stimulate change within the supervisory relationship and parallel process?

• When coach and supervisor learn together what it is like for the client to be in the relationship?

• How will gathered data - via the supervisory relationship and parallel process - add an another dimension to the supervisee’s learning, and effectiveness?

• Where - in the process - do we learn that their is an energy present, which has has arrived alongside the coach?

• Who in the business is responsible for the supervisory relationship and parallel process? 

• Which key competencies need to be developed?

(6) The Supervisor.

• What does the function of a supervisory mean to you?

• Why does the supervisory process help facilitator the generation of new ideal or solutions?

• When should a supervisor interact - in the 7-Eyed Model?

• How does a supervisor’s own self-reflections give an added dimension to the gathering of data, which may open up new avenues of understanding the relationships with the coach or client?

• Where dose this aspect fit into improving the coache's performance and effectiveness the Coaching Business?

• Who - in your business - has the necessary skills to manage and supervising others and provide effective leadership?

• Which key competencies need to be developed?

(7) The wider context. 

• What personal circumstances are influenced by the wider context?

• Why is - the wider context - the most dominant (over half) focus for supervisors?

• When does your organisation take time to reflect on the ethical, organisational, contractual, social and cultural aspects of the work?

• How, does the wider context “impinges (scrutinize) upon and colours (affect)” the work?

• Where the wider context fit in with intervention, which necessitated frequent liaison work?

• Who responsibility - in the organization - for the management of risk issues, i.e., caseloads, and case notes. This also included discussions about roles and responsibilities in collaborative work?

• Which key competencies need to be developed?

Recordings:

Audio recording of coaching - session 5 (starts after 3 minutes)

Video recording of coaching - session 5 (starts after 3 minutes)

Summary of 5 cycle action process to be taken: 

Define which actions to take forward:

1)  Discovery: A grounded exploration of the "Best of what is".

2)  Dream: Visioning and debate collaboratively, articulating "What might be".

3)  Design: Working together to develop "What might be".

4)  Destiny: Collectively experimenting with "What can be".

Action to be taken:

Coach and coachee agree the following possible steps as to what will happen:

(a): Summary of actions to taken:

• Development of a self-awareness coaching competency.

• Development of a perspective coaching competency.

• Development of a communication coaching competency associated with the impact of the "wider context" on enhancing the businesses' coaching effectiveness.

• To research, review and enhance coaching flow and apply - the principal conditions of Flow - to your business' coaching practice, to improve its performance and effectiveness. In particular, by reviewing the application of the following 5 strategies for coaching flow:

1. Set clear goals 
2. Utilise strengths 
3. Relaxed concentration
4. Develop old skills and build new ones
5. Seek challenge.