ISSUE NO 107 | JUNE 2017 BEANS
from previous page | OD CONNOISSEUR’S ORATE :WHAT ISTRUST INTHE COACHING RELATIONSHIP? open and honest discussion arises from "absolute confidentiality." It is the final component in having full, mutual freedom of expression, the other two being openness and listening. Trust is also about clarity and commitment. As a coach, I see it as my responsibility to set the stage for trust. Placing the confidentiality statement up front helps but that is only the beginning. Trust starts with a sincere desire to assist the coachee to meet their objectives for engaging a coach in the first place. One of my challenges, as I built my practice, was not to oversell what coaching can do, setting unrealistic the expectations that if not substantiated will result in the lack of trust. Trust is a two-way street, but it is my responsibility to establish trust first. I also take the position that I will trust another until they demonstrate that they are not to be trusted, that "I'm Ok and you're Ok." Trust is contagious—if I act in a trustworthy way as the coach, then the coachee is more than likely to do the same. If I say I will do something and keep that commitment, then the coachee will also keep their commitment tackle a task, write in their journal or take action.
OD FOLLOWER’S ORATE
COACHING FOR CONTINUOUS EMPOWERMENT
DR. SABEEH GHUGHARIA: Currently working as HR and OD manager, driving HR systems strategy for international private hospital group which has forty three hospitals, over hundred clinics and thirty eight thousand employees. He has over sixteen years proven and progressive track record, entailing nine years leadership exposure with KPO, IT, media, and healthcare; three years global exposure - as HR business partner, managing three multi-specialty hospitals and eighteen medical centers across UAE.
I am a firm believer of continuous talent development to achieve organization success; however, for this purpose an empowering environment is crucial. The importance and broad focus given to talent development cannot be disregarded but eventually "if everyone is talented, what do you do to ensure they are always engaged and delivering optimally"? In empowering environments, people perform better than in those situations where no one believes in them. Research has proven that children who grew up with parents and/or teachers who believed in them were better able to take challenges. At the workplace, the bosses play the role of that parent or teacher or coach and hence they need to believe in their people to create the necessary empowering environment.
Two key factors worth considering when playing the role of a coach are:
Channelizing the Talent Profile The secret is to identify what potential people have, rather than solely evaluating the defined potential. This would require the organizations to stop demanding that everyone has to reach the same elevated state of a behavioural competency framework and let people follow the direction that their talent profile must follow. In this way you don't waste the talented resources you have – you utilize them to their fullest. Because when you do that, chances are you'll be tapping into their unutilized/underutilized potential since they'll now want to take on the challenges that best suit their talents.
Importance of Mindset Often, highly motivated people encounter bumps, and the performance curve goes steeply downward. Their personal mindset can help them overcome most obstacles. For some people, these are common setbacks and challenges of life, where mistakes facilitate learning and growth. It's also becoming clearer that inner values and emotional intelligence create tenacity, determina- tion, and resilience for most people Finally, there are the qualities that get the job done – the grit, hard work, sticking to it and building skill. Coaching, when channelizes the talent profile while working on the mindset contributes to the much-desired empowerment.
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