스스로 목표를 설정합니까? 가능성 이상, 권리. 그리고 이것은 우리가 많이 듣는 것입니다, 특히 새해에. 목표 설정 성공의 기본 부분입니다. 그리고 당신이 코칭 역할에 있다면, 다른 사람들이 스스로 목표를 설정하도록 도와 주었을 것입니다. 그러나 실제 작업은 목표를 설정하는 데 있지 않습니다; 이러한 목표를 달성하고 에너지를 활용하는 과정에서.
그리고 누군가의 코치로서, 누군가 목표를 세우도록 도와 주면 일이 끝나지 않습니다. 다음 단계는, 일반적으로 코칭중인 사람과 함께 진행 상황을 검토합니다.. 상황이 어떻게되는지 물어보세요, 그들이 한 일을 설명하면서 들으세요. 하지만 가끔은, 그 사람은 실제로 따라하지 않았다. 그때 무엇?
그때 당신이 그 사람에게 책임을 져서 당신의 가치를 증명할 때. 여기에는 회사의 가치 강화가 포함될 수 있습니다, 그 약속을 지키려고 노력할 때. 물론이야, 그 사람은 장벽에 부딪쳤을지도 모른다, 질문하고 토론 할 수있는. 아직도, 그 장벽은 변명해서는 안됩니다, 그리고 당신은 그 잠재력에 도달하기 위해 그 사람을 조금 밀어야 할 수도 있습니다. 과, 물론이야, 좋은 코치는 이런 종류의 과정에서지지를 유지합니다.
오늘 대화에서, 우리는 두 변호사 간의 대화를 계속들을 것입니다, 마리온과 레이첼. 마리온은 코칭 그녀는 젊은 변호사로서 그녀의 새로운 직업에 적응하면서. 레이첼이 직면 한 몇 가지 문제에 대해 논의했습니다, 몇 가지 목표를 설정. 이제 마리온은 이러한 목표를 향한 진전을 추적하고 검토하고 있습니다..
1. What does Marion say when Rachel blames Jeff for some problems? 2. What barrier does Rachel identify to improving her profile and network? 3. After challenging Rachel to do better, what does Marion offer?
Welcome back to Business English Pod for today’s lesson on setting goals during a코칭 세션.
You’ve probably heard that an important part of코칭is 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. 아무튼, 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? 잘, that might start with asking about their motivation. 아무튼, 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.
물론이야, 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. 그리고 마지막으로, we might ask them about their next steps. 그건, what are the concrete activities that the person will take as she tries to accomplish her goals?
오늘 대화에서, we’ll rejoin two lawyers: 마리온과 레이첼. Marion has been coaching Rachel as she learns how to be a better lawyer. 이전 강의에서, we heard Marion trying to figure out Rachel’s challenges. Now we’ll hear her help Rachel set some goals.
1. 마리온은 대화를 시작할 때 레이첼에게 무엇을 물어 보나요?? 2. Rachel은 어떤 단기 목표를 식별합니까?? 3. What does Marion say she is “sure about” and has “no doubt about?”
Everyone understands the importance of a good coach in sports, but what about a good coach at work? 사실로, 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. 예, 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. 그건, 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. 궁극적으로, 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.
오늘 대화에서, 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?