"Chewy" course notes--Coaching dialogue

Coach Dialogue Coaching Conversation

The average coach is a work instruction (training, coaching), and an advanced coach is a guide, a psychological counseling, and a motivating potential.
Coaches with less effect:

• Just give advice.
• Just a check.
• Only with the head, not the heart

A 25% increase in the number of people in an organization does not necessarily lead to 25% growth in annual income. To build a new and enduring competitive advantage, you have to resort to "new areas" of exponential growth: This includes increasing employee connectivity (internal relationships) and market connectivity (increasing the success rate). Strengthening interpersonal skills can increase annual income, market share, overall prestige and future work potential. This potential is of great significance.

Mining model

If you want to get water out of a well, it is best to chisel a well of up to hundred feet, rather than chisel 100 wells up to a foot deep.


Dig more truths, strengthen understanding, and increase the dynamics of change.

Seven major steps

Ask these questions in order and listen carefully to the answers of the same group members. Make good use of silence, do not put forward proposals, simply ask questions, and the bell must be bell-man. If the other person comes to you, start with step two.

Step one, find out.

"What is the most important question we are going to discuss today?" ”
Give each other some time to think.

Step two clarify the problem

"What's the situation now?" How long has this been happening? Is my understanding correct? Our problem, huh? ”
Further explanation-Confirm that your cognition is correct. Your task is to help each other to clarify the purpose and needs of the present conversation.

Step three confirm the current impact

People have an instinct to avoid pain. "How does this problem affect you at the moment?" What about the others? What about the company? What are the other consequences of this situation now? (What's more?) What's more? What's more? How do you feel when you think of these consequences? ”

Step four confirm the future impact

"If this continues, what kind of impact will it have?" What kind of situation is likely to arise? If you continue to do so, what kind of risk do you have? What about the others? What about the company? (What's more?) What's more? What's more? What do you feel when you think about the possible consequences? ”

Step five examine the responsibility of the individual for this issue

"How much of this problem/issue are you responsible for?" What are some of the things that you can't relate to? ”

Step six describes the ideal result

People have the need to pursue their dreams. "If this problem is solved, what are the different places?" What results can you enjoy? What about the others? What about the company? What do you feel when you think about these results? ”

Step seven commit to take action

"What are the most likely actions you can take to try to solve this problem?" When are you going to take action? What kind of obstruction do you encounter? How are you going to overcome these obstacles? When can you come back to me in return for follow-up status? ”

Key Tips

• Before the end of Step VII, only questions were raised.
• Slow down the conversation in order to clarify the purpose and needs of the dialogue.
• Inquire about each other's feelings. We take action for emotional reasons. Chewy dialogue is not only to persuade each other intellectually, but also to be emotionally appealing.
• Use the power of silence.
• Remember to ask: "If you know, what will be the situation?" "If there is an idea, what would it be?" "If there is a suggestion, what would be the suggestion?" ”
• The coach is the "mirror" role, the role of "whip".

No one has to change, but everyone has to be involved in the conversation. A sincere conversation will lead to change before it is over.
--david Whyte

"Chewy" course notes--Coaching dialogue