TABLE OF CONTENTS Type One and Type Two conversations will probably cover any conversations you have at work. The coaching situation with Bob is a good illustration of a Type Three conversation, so I will reference that work in the outline below.
Type Three conversation may be what you employ in coaching people outside of the work environment or with people with whom you have a profound relationship. The design elements are more intricate and probably will require more thinking on your part. But this additional work will more than justify itself in the depth and longevity of the changes brought about.
Some questions to address while designing the conversation are:
Observable phenomena are changes that both the client and the coach can observe and agree on. Examples are speaking up more in meetings, initiating new programs, completing projects on time. Being clear in your thinking, feeling better about yourself, and having more certainty are not phenomena that can be observed by both the coach and client and therefore are best not listed as outcomes for the program.
In Bob s case, the program would be complete when:
He was promoted.
He was competent to deal successfully with the political environment at work.
He was able to take the necessary steps to continue on his upward career path.
He was able to do all of this while still attending to his commitments outside of work, including his...
