How to Coach Yourself and Others Techniques For Coaching | Page 190

By suggesting the coachee think further about the session and that this
might produce further insights, you encourage the coachee to take
responsibility for what happens next. Remember, no matter how much
coachees think (and often really believe) they are powerless and
depending on you, everyone is in fact responsible for his own life and
for his day-to-day choices. You're only guiding the coachee, never
directing. Note that nobody can help what's being done to him by
others (to a certain extent because sometimes you can let things
happen), but everybody is responsible for how and when they deal with
the consequences of other people's acts.
Experience shows coachees often wait too long to come and see you
again. So you can also make an appointment with the coachee for six
months on, this could be a maintenance appointment. You can always
point out that they could cancel the scheduled appointment sufficiently
ahead of time, if they wouldn't have a need for it then.
It maybe a good idea to give coachees you have worked well with, a few
business cards which they could give to relatives, friends or colleagues,
if they want to. A satisfied customer is the best advertising you can
have.
Evaluation is often looked at from four different levels (the "Kirkpatrick
levels") listed below. Note that the farther down the list, the more valid
the evaluation.
1. Reaction - What does the learner feel about the coaching?
2. Learning - What facts, knowledge, etc., did the learner gain?
3. Behaviors - What skills did the learner develop, that is, what new
information is the learner using on the job?
4. Results or effectiveness - What results occurred, that is, did the
learner apply the new skills to the necessary tasks and, if so, what
results were achieved?
Although level 4, evaluating results and effectiveness, is the most
desired result from training, it's usually the most difficult to
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