I almost became a believer when Jim [potential client’s manager] said he is looking for a coach for one of his managers…”but nothing touchy-feely because we have business to do here.”
As a formally trained scientist, I need proof before believing…either research or my own experience.
The question I wanted to ask [but did not]: Does touchy-feely erode profits, either directly or indirectly? Show me and I might believe. Of course the unspoken message was, “I am not comfortable with talk about feelings…that’s for other people.”
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2 comments:
I gathered from your article that "Coaching" within an organization leads to more profit. From your experience how many times a year should employees have coaching sessions?
If you consider coaching as a management skill; i.e. "enabling and challenging others to fully use their capablities," then the frequency of sessions is dependent on a coachee's willingness and the manager's need to improve or change the coachee's performance.
Perhaps your question has roots in "coaching" as a means of correcting unacceptable behavior or performance...rather than a method that causes motivation in others?
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