How to Coach Yourself and Others Essential Knowledge For Coaching | Seite 415

ensures that issues are addressed when they occur, rather than festering
until they show themselves as major forms of resistance to change
during the project.
4. Considers important “data” about the coachee’s situation.
Information that you gather from your other senses is important data
about your coachee’s situation. The more open and honest that you can
be about your own perceptions, the more likely that the data from your
senses will be accurate. Many times that data can be used to more
accurately understand your coachee’s situation.
5. Ensures organizational change efforts remain relevant, realistic and
flexible.
Plans rarely are implemented as planned. Authentic behavior from your
coachees helps all parties involved to accurately perceive and talk about
any changes in the project so, as a result, plans can be updated with
those changes and thereby remain up-to-date. Perhaps Terry, in his
book, Authentic Leadership, puts it best: “authenticity self-corrects.”

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