Welcome back to Business English Pod for today’s lesson on setting goals during aコーチング セッション.
You’ve probably heard that an important part ofコーチングis listening and showing empathy. A good coach tries hard to understand the person he or she is trying to coach. That helps build trust, which creates a constructive relationship. But what is that relationship for? What kind of work does that trust allow?
Once you build a good relationship as a coach, then you can start talking about improvements. 結局, coaches don’t exist just to hear about people’s problems. Their whole purpose is to help people get better. And a big part of getting better is setting goals, which is something a good coach can help with.
So how do we work with someone on their goals? 上手, that might start with asking about their motivation. 結局, goals have to be directed at something. If someone’s motivated by the idea of getting a promotion, then the goals have to relate to that. And that underlines the fact that they are the other person’s goals. We don’t set goals for them. We ask them about their goals. Then we can help them break their goals into smaller objectives.
もちろん, another important role of a coach is to give encouragement. So when we help someone set goals, we are in a good position to show confidence in their ability to meet them. そして最後に, we might ask them about their next steps. あれは, what are the concrete activities that the person will take as she tries to accomplish her goals?
今日の対話で, we’ll rejoin two lawyers: マリオンとレイチェル. Marion has been coaching Rachel as she learns how to be a better lawyer. 前のレッスンで, we heard Marion trying to figure out Rachel’s challenges. Now we’ll hear her help Rachel set some goals.
Everyone understands the importance of a good coach in sports, but what about a good coach at work? 実際には, coaching is an important part of every manager’s job. Managing people isn’t just about telling them what to do and how to do it. A good manager helps employees develop and reach their full potential, just like in sports. And that requires an open and constructive coaching relationship.
Coaching involves an ongoing dialog between you and the employee. Together you’ll assess the situation, set goals, monitor those goals, and adjust your activities and objectives as you go along. はい, I said “together.” The 21st century manager isn’t the same as the 1980s manager. The relationship is different. You have to be the boss without being bossy. You need to maintain your authority and the employee’s autonomy at the same time. That’s a fine line to walk.
Coaching often begins with a needs analysis. あれは, you’re meeting with an employee to figure out what is working well, what’s not working at all, and what can be improved. That conversation will involve a lot of open-ended questions. It will also involve showing empathy, which is an important part of leadership.
When you talk about the employee’s performance, it’s important to give very specific examples of behavior. It’s also important to ask for their perspective on those behaviors. 最終的に, you want to get the employee to agree about what his or her challenges are. Only then can you move on to talk about solutions.
今日の対話で, we’ll hear Marion, an experienced lawyer, coaching a younger lawyer named Rachel. Marion and Rachel are having an open discussion about Rachel’s performance, and trying to establish what her needs might be.
1. Why does Marion mention her own experience at her first job?
2. What example of Rachel’s performance does Marion bring up for discussion?
3. After assessing the problem, what does Marion ask Rachel at the end of the conversation?