CAREER & BUSINESS

PREPARING BUSINESS & EXECUTIVE @COACH

BUSINESS

  • Clearly defining the problem/goal: This is the most critical part of setting up any caching to high performance, using plain semantically cler language.
  • Deciding on evaluation criteria & KPI: This helps direct the clients to evaluate transformation throughout the process. The specific evaluation criteria is outlined at the beginning of the process, a clear plan for evaluation during the coaching process.
  • Defining policies, rules, and requirements: Identifying the policies that coaching must comply with, such as privacy, Terms of Use, and the type of submissions allowed. Defining the rules and requirements that clients must comply with.
  • Identifying success metrics up front: Developing a clear metric plan during the planning phase of upgrading/transforming process. Evaluation metrics will depend on problems/ goals.
  • Determining platform type and capabilities for upgrades: configuring for each specific upgrading idle (motivation, attitude, values) which coaching model to be used according to the importance of coaching process, problems/ goals, ROI, etc.
  • Planning the evaluation process: It can vary depending on the overall goals of the coaching process. Might consider more peer-centered evaluation, 360 degree evaluation, expert evaluation or internal representatives leading the evaluation process. All must be ROI oriented evaluations.
  • Determining what will motivate the clients to do the transformation to excellence:  While financial incentives can be important, people want to feel like they helped, made a difference, or improved something according to their iWAM and VSQ profiles.
  • Managing public input output: Multilevel communication, Talking, Reading and Responding to community (stakeholders , colleagues, partners and family), especially in the few days leading up to the process start. Updating the community frequently to engage it as part of the process. The more engagement with people, the better opportunity for solid and increasingly results. Developing a re-framing response. Some members of community may use this process as an opportunity to vent, veer off topic, or give negative feedback to the Client. Develop a moderation policy, a plan for responding (as needed).
Coaching Process
  1. Present State : elicited through assessments.
  2. Model of Personal Business/Career Excellence: created based on IWAM and VSQ profiling systems.
  3. Desired State of Excellence: lateral/divergent thinking aiming a Personal Blue Ocean Strategy.
  4. Caoching & Feedback Process: value-competence-behavior transformation through interactive coaching activities a+ IWAM & VSQ evaluation.

 

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Profiling & Models de excellence

Motivation: “the need or drive within an individual that drives him or her towards goal oriented action, the extent of drive depends on the perceived level of satisfaction that can be achieved by the goal”- Kamali & Khan

Motivation:  “the process of allocating personal resources in the form of time and energy to various acts in such a way that the anticipated effect resulting from these acts is maximized” – Naylor, Pritchard & Ilgen

Motivation: “consists of three interdependent, yet interacting elements: needs, incentive and drives and the key to understanding the process of motivation lies in the meaning of and relationship among these variables.” – Latham & Pinder 

Motivation: “a set of energetic forces that originate both within as well as beyond an individual’s being, to initiate work form, direction, intensity, and duration” – Pinder

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