TABLE OF CONTENTS Having made these preliminary remarks, let s move to three different types of conversation the coach could have with the client:
Type One: the single conversation aimed at building or sharpening a competence
Type Two: a more complex conversation held over several sessions
Type Three: a profound and longer conversation intended to bring about fundamental change
Given the scope of this book, we ll spend most of our time studying Type One and Type Two conversations. Because Type Three is more profound, it will bring about deeper change, and readers of an introductory text such as this may be reluctant to enter into such issues with clients. Besides that, in most business situations there is not very much of an opening for engaging in Type Three conversations.
Here are some examples of situations that probably can be resolved in a single conversation. What will make these conversations coaching is that at the end the client will be more competent. You may already be having these conversations and not calling them coaching, but if it fits the criterion of leaving the client more competent, it is a coaching conversation, regardless of its simplicity or complexity.
Intervening in aimless complaining
Responding to a request about how to do something
Clarifying standards for performance and presentation
Addressing the lack of phone etiquette in an otherwise cordial person
Discontinuing the repetition of a simple mistake
Type Two conversations are more complex and are usually held over several sessions. Here...
