How to Coach Yourself and Others Techniques For Coaching | Page 351

Nonetheless it is useful for coaches to also build their proficiency in
giving positive corrective feedback so that they can freely give both
while further enhancing the trusting and supportive relationships they
have with their coachees.
Do what you say you will do. Be reliable and consistent.
Of course, the basis of trust is that we abide by our agreements and
contracts. And even unspoken expectations act like promises that
reduce trust when they are broken. For example, if you are usually calm
when you learn of poor sales results, and then one day you lose your
patience and blurt out your frustrations, people will lose trust in you
because they can no longer be sure that you will react they as expect.
What are the obstacles to building trust?
In working with coaches, the main barriers to developing trusting
relationships with coachees, are related to the coach’s beliefs about
themselves. Do you feel uncomfortable reading through the tips above?
Or do you have good reasons why these techniques would not work in
your situation? If so, you might want to explore your beliefs and
assumptions to see if any are blocking you and learn how they might be
changed or improved.
One particular set of beliefs that has a strong impact on the coach’s
ability to build a trusting relationship with his coachees, is related to
self-acceptance. Coaches who completely accept themselves can more
easily be open about their own weaknesses, accept others, listen
without judgment and appreciate others, all actions that build trusting
relationships. Building self-acceptance is a worthwhile goal that can
greatly improve coaching ability.
For building trust, the use of basic coaching skills such as active
listening, appreciating and recognizing, when practiced with aboveaverage attention, will lead to greatly improved coaching results
Source:
http://www.spaxman.com.hk/coach-manager-4.html

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