Coaching: Coaching example
A business chief contacts us to talk about concerns encountered in one of their teams :
- The stress generated by a dogged search for cost-effectiveness results in team members communicating little or poorly. This brings about misunderstandings and tensions which may jeopardise the atmosphere and consequently staff motivation.
- Team meetings are unproductive and decisions difficult to implement.
- Moreover, the manager finds it awkward to delegate tasks effectively and wonders whether s/he has the skills to occupy this post
The team has already attended three days of Nonviolent Communication training entitled “Communicating better in order to work together better”, and this time the hierarchy would like to plan for individual coaching to enhance the manager’s effectiveness and team supervision to attain the following objectives:
- Support the team in integrating Marshall Rosenberg’s process and strengthen solidarity among team members;
- Make meetings effective and productive;
- Enable the manager to have greater clarity as to their job description and help them acquire the skills to carry out the choosen job.
- Monthly gathering with the team over 18 months. At each meeting, practical exercises based on participants’ own experience between sessions;
- 2. Meetings have sometimes been devoted to bringing in certain participative-dynamics tools to establish clear operating prcedures for the meetings; to learning how to draft an action proposal, to enhancing it with the consent of all and to making working meetings into decision-making locuses and not just places for endless discussion; all of the above with the acctive participation of each member;
- 3. The stress generated by the dogged search for cost-effectiveness results in team members communicating little or poorly. This brings about misunderstandings and tensions which may jeopardise the atmosphere and consequently staff motivation.