Have these five cool coaching questions for free

My advice to you is: Take these 5 cool coaching questions: 

There are conversations for every occasion. Here I will describe a few of them that you will need the most. Some people think that conversation is pure talk that leads to nothing. But that is not correct. If you are a group that has to solve a problem, it typically starts with talking. Talk turns into conversation. 

And conversation leads to plan and action.

There is small talk for a start

Here they talk about weather and wind and health and children and grandchildren. Small talk is good for relationships. You have seen me and I have seen you. It is in line with waving and smiling at each other.

Then there is Team Talk

Which can be used when the whole group is gathered for, for example, a weekly meeting. Everyone gets to say something. Because everyone means something. Because everyone has something to contribute. Because everyone has an idea or two for a solution. Team Talk is, for example, 'the round table'. This is, for example, when everyone talks to each other in pairs about themselves, about a problem, about cooperation. Team Talk always includes a way to talk together. A method. A tool. Team Talk uses the same technology as all other conversations. But on top of the conversations is a 'way'. The way we talk together. You probably know the presentation round. It is a bit stressful and anxiety-provoking because everyone has to say something about themselves. A small method would be for the 'leader' to direct and ask the first to introduce himself. When that person has finished, the 'leader' asks that person to choose the next person to introduce themselves. And so on. A chance presentation round.

Then there is advice or good advice

Counselors and supervisors do this all day long. They say what everyone else should be doing or should have done. According to them. Join a golf club. Go for one long walk every day. Invest in stocks - this stock in particular. Let yourself be separated. Buy a summer house. It can be excellent for the adviser, but not always excellent for the recipient of the advice. Most coaches and managers fall back into this role because they don't have the patience to keep asking questions that the receiver has to find the answers to themselves. Someone says that there are several 'religions' within coaching. One religion is about mixing questions and advice. Another religion is about asking questions only. And incidentally, questions that hardly steer the receiver in any direction whatsoever.

And then there is Coaching

This article presents a proposal for some key coaching questions. In itself, the article is not coaching, but advice.

There are some basic questions and you can use them in the order you choose, the number of times you choose and with the elaborations you find right. The 5 questions read like this:

What should this conversation lead you to?

What has gone well?

What can you improve?

What would you advise yourself?

What help do you need?

Please reformulate the questions for your own use. The words you use should ideally sound like your own.

With the first question, the recipient investigates what the purpose of the conversation is. There is both permission and consent in the question and the answer. Ask the question a little 'sharply', i.e. without softening like 'What do you think if you see it like this from above and below?' Question 1 may sound like it was formulated by a professional, which it is.

With the second question, the recipient is asked to think a bit about the recent past and what went well. You put the recipient in a positive mood. Don't think about what went wrong. Or half bad. Think about what went well.

With the third question, the recipient is reminded that there is always something to improve. The question could also be called 'What do you want, what do you wish, what do you have to do'. This is where the coach comes into the picture and weighs the words on a golden scale.

With the fourth question, you involve the recipient completely. 'What do you want to advise yourself?' It is entirely up to the recipient to investigate and consider and decide for themselves.

With the fifth question, you broaden the possibilities a little. Who can help you with what you want?

It is not the coach's job to evaluate the receiver's advice to himself. Maybe all the ideas sound like pure nonsense to the coach's ears. But the one idea can be as good as the other. The coach is not a judge.

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Michael Meinhardt
LEADERSwarehouse.com 

☎ +45 71 92 55 63 ✉ info@LEADERSwarehouse.com