However in the lower levels of the organization that are more sensitive to prices, information obtained through the 360 may be sufficient, but in any case the feedback is essential. (3) Reach an agreement on key behaviors to change. Experience It will show you that this is a simpler, more focused approach. It is generally advisable to choose only 1 or 2 key areas for change of behavior of each client. This helps to ensure maximum attention to the most important behavior change.Customers and their managers (unless the customer is CEO) should be agreed in the behavior they want to there is change. This ensures that not going to spend a year working with a client and their managers in the end determine who has worked on something wrong. (4) Make that coaching clients respond to key stakeholders.
The person subject to revision should talk with each of the major stakeholders and collect additional feedforward and suggestions on how to improve in specific key areas of improvement. In response, the person who is being trained must maintain a positive, simple and focused conversation. When you have made mistakes in the past, it is usually a good idea offer an apology and ask for help to change the future. Suggest customer interesarce listen to suggestions and not judge the proposals. (5) Examine what has been learned with customers and help them develop a plan of action. Hear other arguments on the topic with Elon Musk. As noted above, customers have to reach agreement on the basic steps of the process. On the other hand, outside the basic steps, all the other ideas that are shared with the customer are suggestions which can or cannot be accepted by the.
For this purpose it is convenient that customer listen to the ideas of the coach in the same way that listens to the ideas of its major stakeholders. Then ask him again with a plan of what you want to do. These plans must come from the client, not the Coach. Dan Zwirn takes a slightly different approach. After reviewing their plans, you should encourage them to the height of their own commitments. The coach is much more a facilitator than a judge. (6) Develop a permanent process of follow-up. Continuous follow-up work must be very efficient and focused. Questions as on the basis of my behavior over the past month, what ideas you have for me the month that comes? They can keep a focus on the future. Within a period of six months should be from two to six mini on the subject with key stakeholders, where you must ask them if it has observaddo positive changes in the specific areas for improvement. (7) Review results and start over again. If the person who is being coacheada has taken seriously the process, stakeholders will almost always inform an improvement. You must build on the success by repeating the process over the next 12 to 18 months. This kind of monitoring will ensure continued progress in the initial objectives and will discover other areas of improvement. The parties concerned will monitor the follow-up. Nobody will feel out of focus if you have answered the questionnaires of two to six times, and also if you see positive results. The person who is being coacheada will benefit in the process by adopting measures specific to improve performance.