How to Coach Yourself and Others How To Perform On The Job Coaching | Page 14

Coach: OK, let’s talk next week on Wednesday at 3:00 to hear your specific
actions and what success would look like. Is that realistic for you?
Tom: Sure. I can do that. Thanks!
Source:
© 2008 Authenticity Consulting, LLC ￿ www.authenticityconsulting.com ￿ 800.971.2250
Laser Coaching
Laser coaching involves one or a few coaching sessions to address an urgent and/or very specific
issue. It also can be used to demonstrate the coaching process to a potential trainee. It's also useful
for busy people who are reluctant to commit to a long-term program.

2.3 Core Coaching Skills: the 20% that gets 80% of the results
Each coaching model has certain practices in common. Those common practices in coaching make
the biggest difference for those being coached.
What is extremely powerful is having someone –
1.Ask me what’s important to me now, what do I want to accomplish.
2.Ask me questions about how I came to identify that priority.
3.Ask me what success would look like to me if I addressed my priority.
4.Ask me about my nature, how I like to work on priorities in my life.
5.Ask me what relevant and realistic actions I might take to address my current priority.
6.Ask me what I’m learning as I’m working to address the priority.

2.4 Action Learning
What is Action Learning?
Simply put, Action Learning is a group-based process that is proven to generate innovative and
creative solutions to address complex problems and opportunities for individuals, teams and
organizations.
Action Learning is an ongoing, highly focused process among 4-8 group members who help each
other to address real, current, important problems or opportunities in their lives or work – and learn
at the same time.
In highly structured Action Learning meetings, members help each other, - primarily by sharing
thoughtful questions to help report, clarify and frame the priorities and then to generate relevant and
realistic actions to address the priorities. The questioning is a hallmark of Action Learning.
Another hallmark is that members take those actions between meetings. The actions are selected to
make an impact on the priority and to generate learning.
Members accomplish deep and significant learning, especially from reflecting on the questions and
the results of their actions between meetings.
There are different perspectives and “schools” of Action Learning, for example, so people believe
that Action Learning should include only questions and that any statements are only in response to
questions. Others believe there’s a role for advice. This diversity adds to the richness and
applicability of Action Learning.
Reg Revans originated Action Learning in the 1930s in the United Kingdom. Today, it’s
commonplace in the vast majority of highly effective learning and development programs of
organizations around the world.

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