Monthly Archives: December 2019



Undertaking a self-improvement program is never easy. It may bring negative feedback, doubts about self-worth, and feelings of inadequacy. To succeed in self-coaching requires a “leap of faith”: the belief that one’s effort will produce valuable, fulfilling results. It is not enough to just think that change is needed; a good candidate for self-coaching feels that the need is urgent. Determining one’s suitability depends on five key elements:AE3128AF-21EF-4E32-875B-B3587FD27D3E_1_201_a

1. Behavior. Real personal improvement is a matter of changing observable behavior. General goals, such as being more understanding, are not useful unless they can be tied to specific actions and outcomes.

2. Permanence. The only true measure of self-coaching success is behavior change that is permanent. If the change cannot be sustained, the individual will revert to old patterns.

3. Ability. Most people have the ability to make changes and simply need the appropriate motivation and guidance. However, others are uncoachable because of deep-seated emotional or psychological problems.

4. Readiness. Behavior change occurs in stages. Research shows that people need to get beyond the point of weighing pros and cons–known as the contemplation stage–before they can move forward. Part of the self-coaching process involves making people aware of all the facts; this enables them to enter the preparation stage where they know that the benefits of change are clearly superior to those of the status quo.

5. Willingness. To change their behaviors, people must be willing to:

*Take responsibility for failing to achieve their goals.

*Reject victimhood.

*Go beyond acknowledging responsibility to taking action.

*Drop their defenses.

*View feedback positively.

*Depersonalize negative feedback.

*Reframe the irrational beliefs or stories they tell themselves to rationalize bad behaviors.

*Go public with their self-improvement endeavors by enlisting the help and support of others.


Intention is a deliberate desire to bring about an end. In self-coaching, intention provides focus, galvanizes energy, and prompts individuals to act. Setting intention requires:




*Choosing the future

*Identifying actions

All intentions are about being conscious of what needs to be achieved, the choices necessary to get there, and the previous choices that have kept the goal out of reach.

Being passionate about an intention will help bring it about; however, this requires the creation of a sound process. The first step in this process is writing the intention down. Next, the intention must be declared to others since going on record increases the likelihood of following through. The final step is imagining what the intention actually feels like–to the point where it seems to already exist.

Another part of setting intention is taking a critical look at negative stories, also known as limiting beliefs. These stories, often developed during childhood, might emanate from implicit environments (the interactions around individuals) or explicit environments (messages actually directed at them). For example, a person whose parents violently fought could grow up believing that it is better to be seen and not heard. Or, an adolescent taunted by bullies might become a shy, inwardly-focused adult. Thinking about the origin of such stories, and the negative inner voices that express them, can help in reevaluating, debunking, and ultimately replacing them.

Replacement stories also play a significant role in self-coaching. Unlike the original stories, they should be objective, uplifting, and based on evidence instead of emotion. For example, if someone is afraid of being truthful with his or her boss because truthfulness once got him or her fired, this person’s new replacement story could be that telling the truth demonstrates integrity.

After reframing their stories, individuals must take the initial action toward realizing their intentions. This should be realistic; for instance, the first step toward building leadership skills could be an Internet search of popular books on the topic. Declaring intentions to supporters a second time will demonstrate individuals’ commitment and seriousness. If negative thoughts continue popping up, such as, “Getting promoted is out of reach,” they should be immediately be replaced with positive ones, like “My promotion will happen.”


Trying to undertake self-coaching alone is a mistake. People can benefit from carefully choosing a group of supporters–also known as traveling companions. Their collective experience and goodwill will make the journey easier and more fulfilling.

The lead supporter will act as a mentor or guide. It is the lead supporter’s responsibility to observe the process and help progress stay on track. Among other qualities, an ideal guide has:

*The respect and admiration of the self-coaching individual.

*The best interests of the self-coacher at heart.

*A positive outlook.

*Good listening skills.

*Good questioning skills.

*Willingness to tell the truth.

*Enough time to help.

*A sense of humor.

Sometimes a guide will be someone who has also achieved the goal being pursued by the self-coaching candidate. Guides may also be drawn from among longtime friends, family members, neighbors, or colleagues. Whoever is chosen, the self-coacher should establish the relationship by stating the intention of the process, the guide’s role and importance, and steps already taken and yet to be taken. It is also important to provide an estimate of the time commitment involved and to set ground rules, such as where and when meetings will take place.

Other participants will comprise a circle of support that will offer additional advice and feedback. The criteria and sources for choosing this circle are the same as those for choosing a guide, and prospective members should be approached in a similar way. In general, the size of the circle should be held to a minimum; two or three people may be enough unless the self-coacher’s intention is complex, such as changing careers or acquiring new skills.

Certain types of people should not be chosen. For example, circles of support should never include individuals who:

*Do not care about the self-coacher.

*Are duplicitous.

*Lack sufficient time to participate.

*Will say what they think the self-coacher wants to hear.


To achieve intention, it is crucial for people to gather information or feedback about their current behaviors and how they affect others. Feedback can be verbal or nonverbal. To ensure that it is useful– and that it gets a constructive response–feedback should be solicited in a series of steps. The first two steps include:

1. Framing the questions. During personal interviews with guides and supporters, self-coachers should depersonalize the situation by referring to themselves in the third person. Sample questions could include:

*How could this person’s job performance be described?

*To get to the next level in the organization, what would this person’s job performance need to look like?

*What could this person do to increase the chances of getting a promotion?

*What does this person do best?

*What skills or work habits does this person need to develop?

*What other resources could be helpful to this person?

*On a scale from one (strongly disagree) to five (strongly agree), rate the statement, “This person is a coachable individual.”

2. Collecting the data. Data collection should be done by the self-coacher, not delegated to a guide. Also, self-coachers should speak personally to each member of their circles of support. This is because a face-to-face interaction facilitates dialogue and follow-up questions, may reveal hidden messages in body language and other nonverbal expressions, and can deepen and strengthen relationships. Supporters who are uncomfortable with an in-person discussion can be asked to submit their answers in writing.


Negative feedback is an inevitable part of the self-coaching process. Hearing criticism can be hurtful and difficult, but it is important for the recipient to stay neutral, keep his or her emotions in check, and respond without defensiveness.

The key to receiving feedback in a positive way is active listening, which involves the brain as well as the ears. There are five effective active listening techniques:

1. Attending behavior. This is a means of conveying individuals’ readiness to focus completely on the message. It starts by conducting the feedback interview at the right time and place–when both participants are fresh and unlikely to be interrupted. After reiterating the importance of the interviewee’s contribution and stressing that comments should be candid, it is helpful for the self-coacher to adopt the SOLER model of attending body language:

*Sit (or stand) squarely.

*Open posture.

*Lean forward.

*Eye contact.

*Relaxed posture/respect other.

2. Passive listening. While it seems contradictory, self-coachers must remain passive while actively listening. This involves remaining silent while interviewees speak; in other words, the self-coacher must refrain from interrupting or reacting defensively. During the passive period, constructive activities include:

*Attending to the speaker by listening and making eye contact.

*Observing the speaker’s eyes, facial expression, posture, and gestures.

*Thinking about what the speaker is saying and feeling.

3. “Say more” responses. These are questions or comments that encourage the speaker to clarify or add more information. Examples are neutral statements including, “Really,” Uh huh,” or “Go ahead.”

4. Paraphrasing. In this approach, also called mirroring, self-coachers repeat back, in their own words, what interviewers have said. The idea is to avoid misunderstandings. Some formulations useful in paraphrasing include:

*”It sounds like…”

*”It seems that…”

*”Let’s see if this is correct…”

5. Decoding and feeding back feelings. Speakers encode their thoughts and feelings into verbal messages. Listeners decode these messages by reflecting what speakers seem to be sharing. However, filters like age, gender, and cultural or educational differences can obstruct the decoding process. By restating or reworking messages, self-coachers can communicate to interviewees that their feelings have been accurately understood.

Self-coachers should always take careful notes during interviews so that the information can be analyzed later. The goal of this analysis is to identify recurrent themes or issues, which may relate to behaviors that need to be eliminated.

Finally, the self-coacher and guide should work together to construct a plan based on the interview data. This Personal Development Plan should identify actions necessary to achieve intention, a time line, a list of potential barriers, and a list of ways to break through these barriers. There should also be a Discussion Plan for holding follow-up meetings with members of the self-coacher’s circle of support.


Whatever people’s self-coaching intentions are, planning is always required to get there. Some people try to rationalize their failure to plan, telling themselves things like, “It’s too complicated,” or “Don’t worry, be happy.” However, without a plan, there is no bridge to the future. The ten elements of a good plan include:

1. Being intention-focused. Everything in the plan must be directed toward reaching the goal.

2. Being realistic. If the plan is not doable within a reasonable time frame, it should be scrapped.

3. Avoiding complexity. There is no need for intricacy, just practicality.

4. Building in “what-ifs.” Every good plan considers contingencies in case things go wrong.

5. Setting time lines. Time lines for actions impose discipline.

6. Covering all the bases. Good plans identify all the steps and substeps necessary to move forward.

7. Deconstructing the steps. Each step should be broken down into discrete, manageable pieces.

8. Being written down. The human brain can handle only a small amount of data at a time.

9. Testing the self-coacher’s thinking. The guide and circle of support should review the plan to test its effectiveness.

10. Being resilient. If the plan fails to work out, self-coachers should be prepared to repair, recover, and redirect themselves.

Self-coachers should hold planning meetings with their guides. A key agenda item is to set objectives for their plans. Additionally, self-coachers and guides will need to list the actions required to achieve each objective, measures, or evidence that will be used to assess outcomes, target dates for completion, and dates for assessing progress and making adjustments.

The plan’s objectives should reflect the themes identified as part of the supporters’ feedback. Importantly, the objectives should be crafted according toSMART criteria:

*Specific: Focusing on a particular situation and defining specific actions.

*Measurable: Including specific levels of accomplishment and assessment measures.

*Achievable: Requiring some stretch, but reasonably within the self-coacher’s grasp.

*Realistic: Within the realm of possibility, not “pie in the sky” wishes.

*Time-bounded: Achievable within a specified period.

It is also helpful for a plan to include watch-outs, or the most likely potential barriers to success. Once self-coachers identify such barriers, they can plan ways to get around them.


Even self-coachers with the most carefully crafted plans may encounter unanticipated setbacks. For example, a job offer could fall through, or the markets for their expertise might collapse. Barriers to reaching intention may arise not only from external events, but also from changes within individuals. Whatever their origins are, self-coachers must deal with barriers immediately to stay on track. Some of the most common barriers include:

*Self-coachers lack the real desire to change.

*Intentions are too difficult to achieve.

*Self-coachers have moved too far, too fast.

*Self-coachers are under too much stress.

*While negative beliefs have been replaced, new stories are equally limiting.

*Some factor in the environment was missed.

To be prepared for such setbacks, self-coachers should expect to engage in regular formal or informal reassessments. At the beginning, it is a good idea to schedule reassessment meetings with their guides every two weeks and to arrange for ongoing contact with other supporters. If the reassessment exercise suggests that changes are needed in the plan–or perhaps that their intentions should be rethought–these changes should be shared with all members of their circles of support as a means of showing gratitude and openness to additional feedback.

While reality is unpredictable, self-coachers can improve their ability to stay on track by following seven rules of the road:

1. Expect the unexpected. Unexpected changes in life should not be seen as signs of weakness or error.

2. Focus on the controllable. Self-coachers should be aware that certain factors are out of their control.

3. Develop a routine. Consistency helps in sticking to a plan.

4. Hold fast. If self-coachers are experiencing progress, it is important for them to stick to the course that has been set.

5. Fail smart. Self-coachers who stray from their paths should learn from what went wrong.

6. Think creatively. Expanding options can help accelerate progress.

7. Pack a parachute. The best way to prepare for contingencies is to anticipate them and build them into the plan.

At the end of a successful journey, when intentions seem to have been reached, supporters should be asked one last time to make sure the success is not an illusion. Assuming it is real, self-coachers are entitled to celebrate; however, they must always stay conscious of the progress they have made and continually reassess and readjust when necessary to avoid slipping back into old behaviors.




The energy of a coach makes up the final element of coaching, and it is described with the eight-part Achievers Coaching Techniques (ACT). Coaches need to be open with their clients about using these techniques and seek permission to do so. The eight ACT themes flow in a logical order, but coaches use them based on client needs.1A59544E-0863-4FB2-A7FB-F6DD17825156_1_201_a

Taking Full Responsibility

High achievers do not allow excuses or outside factors to prevent goal achievement. They take total responsibility for their lives. Coaches can clarify this principle through the idea that events plus responses equal results. People can either blame events for their lack of results, or they can change their responses. When people blame events, they prevent themselves from achieving. When they change their responses, they take control of their lives and move toward their goals. In order to change their responses, people need to be willing to change their perceptions.

For example, an employee who worked especially hard, but unsuccessfully, for a year to get a promotion could feel overlooked. This interpretation could lead to deteriorating performance, which only further distances the employee from the promotion. Or, the employee could focus on what prevented the promotion and use the information to improve and get promoted. This technique puts the employee–not the situation–in control.

Building Self-Esteem

Limiting beliefs can prevent achievement. These beliefs, which often form during childhood, may be as personal as “I am so stupid” or as general as “people are dishonest.” Coaches can help clients counteract these beliefs. First, clients must identify and write down their limiting beliefs. Then, they must describe how these beliefs limit them. Next, they imagine the worst-case scenario of continuing to subscribe to the beliefs. Then, clients think about how they would prefer to behave and make a corresponding positive affirmation that they repeat to themselves for a minimum of 30 days.

Clarifying Purpose and Vision

People who are not living lives of purpose are not fulfilling their true potential. Coaches who help clients discover their gifts and how to use them to benefit others can be of tremendous value. Goals related to fulfilling a purpose do not have to be exclusively work-related. They can also cover areas such as relationships, health, fun, and service to others.

Setting Goals

When helping clients determine what they want, coaches can ask the same question, “What do you want?” over and over. It may sound repetitive, but the purpose is to have clients move beyond the superficial. In this process, coaches start by asking clients what they want, writing down the answer, and then asking the same question again, and again writing down the answer. Responses to the early rounds of questioning are usually material goods, such as a luxury car or large house. As the coach asks the question again and again, though, the responses usually become more profound. People express desire for love or other core needs.

Using Visualization and Affirmations

When people are trying to overcome obstacles, they often focus almost exclusively on problems rather than on potential rewards. A better thinking pattern uses affirmations that describe the completed goal, such as “I am enjoying the responsibilities and benefits that come with my new position.”

Coaches can also encourage clients to visualize. With regular visualization, the subconscious mind finds solutions to problems and is constantly looking for useful information and personal connections that it might otherwise have filtered out.

Taking Action

Getting tasks done is sometimes tedious, but coaches can offer clients a few simple tricks to increase both motivation and productivity. First, it helps to do the toughest task of the day first to build momentum and release energy. Other helpful methods include planning the next day the night before and applying the Rule of Five: doing five things every day that are important to realizing a goal.

Using Feedback Effectively

Not asking for feedback is common, and it prevents improvement. A simple question is all it takes: “On a scale of 1 to 10, how would you rate the quality of my performance during the last week?” The question can be rephrased to focus on a relationship, service, product, or any other relevant topic. It can also be rephrased to focus on a different time period. If the response is less than 10, another question is asked: “What would it take to make it a 10?”

The Law of Attraction

People attract what they send out into the world. Language reflects what people think, whether or not the speaker realizes it. Therefore, using language that reflects the desired outcome is important. Rather than saying, “do not be late” to someone, it is better to say, “see you on time.” Coaches can help their clients understand their thoughts, feelings, and behaviors and change them to put the Law of Attraction to work in a positive way.


Another way to encourage success is to reward each accomplishment. This practice reinforces motivation to continue working and to pursue other, perhaps even larger, goals. Coaches who consistently remind clients to reward themselves may be surprised at how much more successful their clients are.

Coaching’s ultimate goal is to help people achieve their dreams. It is not an easy task, but it is transformational and can change people, organizations, and even communities.

QUESTIONOLOGIST: From “Why Not” to “What if”


QUESTIONOLOGIST : From “Why Not” to “What if”

fullsizeoutput_551aI started using this term and changed my style of Questioning ever since I have the book on Beautiful questions by Warren Berger and applied in my consultancy projects or doing training on Behavioural and Quality programs.

By changing the complex perspective enable us to see old problems in a new light. We need to practice asking thoughtful questions at the right time in order to make the best choices when it matters the most. It aimed at thinkers, creators, problem-solvers and decision-makers.

Well How can we encourage others to question more 

  • Question night with family
  • Share a good question on social media
  • When someone ask a question : instead of telling that a good question ..Tell them why you think it’s fascinating or important question.
  • Sharing What Is my one “Big Beautiful Question?”

If you want to be CREATIVE Stop asking these 6 question

Am I creative?

How creative I Am?

Where will I find an original Idea

Where will I find the time to create

How can I come up with an idea that will make money

Where do I begin

Courageous question

What would I try if I knew I could not fail

What is the worst that could happen

If I did fail, what would be the likely causes

And how would revoker from that failure

What if I succeed – what would that look like

How can I take one small step into the breach

Questions to ask instead “how are you?”

What’s the best thing that happened to you

What are you excited about in your life right now

What are the most looking forward to at this gathering


What are you most passionate about

What problem do you wish you could solve

What did you want to be when you were growing up


Just to be clear, you are saying…

Can you explain what you mean by that

I imagine that made you feel ___, right

And what else?

Before Takin god leadership Challenge, ASK

Why do I want to lead this endeavour

Why would others want me to lead them

Does the answer to the first question also work as an answer to the second


“What can we do to right this wrong”

To determine if you are ready to be 21st century Leader, ASK

Am I willing to Step Back in order to help others move forward?

Do I have the confidence to be humble

Can I learn to Keep learning

Do I seek to create an organisation in my own image

Use these Question to “crack your code” as leader

Wo are my fav influencers

When have I been at my best

When have I come up short-and why

What have I taken a stand for ( and against)

What is my tagline (you are “about” as a leader)

To sharpen your leadership focus, ASK 

What is one thing I can do that would make everything else easier or necessary

What should we stop doing

What do I want to go big on

Which stupid rule should be kill

At this moment, what is the highest, best use of my time



Believe in Human Potential for Greatness

First and foremost, coaches need to believe that all people have special gifts that make them uniquely magnificent. Belief in human potential is absolutely essential to helping people maximize their talents. This belief needs to persist despite initial evidence to the contrary, despite mistakes and difficult circumstances. Even subconscious doubt could increase the chances of negative outcomes.

Fulfillment Flows from Adding Value to Others

Coaching helps clients improve their lives and experience fulfillment through goal achievement, problem solving, learning, and overcoming limiting beliefs. In turn, coaches also experience fulfillment from seeing clients improve and succeed. This emotion further inspires coaches to do even better work for their clients and experience greater fulfillment.

Bring Out the Best in People and Let Them Lead

Clients who set their own goals take responsibility to deal with the consequences of their behavior. Micromanaging coaches sabotage this important element of success. Some clients are accustomed to controlling environments and need time to adjust to taking charge of their own careers. In this situation, coaches simply need to persist patiently. Coaches should maintain faith that their clients are able to find and implement solutions without over-management.

Use Influence Rather than Position

Successful coaches do not act like bosses, and successful coaching relationships are not based on positional authority. Instead, coaches use positive relational influence. The clients of these coaches take action because they want to and they see the benefits of that action, not because their coaches told them to. Coaches who are humble and work collaboratively with clients create this influence, and their clients respond in kind.

Thrive on Challenges and Flexibility

When dealing with challenges, the best attitude for coaches to have is a welcoming one. In fact, good coaches and poor coaches are separated by how they respond to challenges. Each challenge is unique and needs to be treated as such. No matter the challenge, it is vital that coaches do not personalize failures. Facing failure does not make someone a failure.

When We Grow Others, We Grow Ourselves

Coaching not only helps organizations improve but also helps coaches grow personally. Personal growth is an often-unexpected benefit of coaching others. Coaching requires excellent listening skills, belief in others, persistence, and a positive attitude: the same attributes help people become better parents, spouses, and friends.

A Coach Still Needs a Coach

Even highly experienced coaches need to have their own coaches. Coaches are constantly giving to their clients and need support. In addition, coaches without their own coaches may fall victim to their own pride or blind spots.

Maintain Authentic Rapport and Humor

Positive relationships are a necessity for coaching to work. Taking the time to build rapport at the beginning of a coaching relationship and as needed as the relationship progresses can improve client results. The key is for the rapport to be authentic. If clients suspect they are being manipulated, they will likely resist taking action.

Touch a Heart with Care and Sincerity

Coaches need to provide clients with unconditional care backed by sincerity, even when clients are not performing well. In fact, when clients are struggling, they most need coaching support. Without care and sincerity, there is no trust.

Practice Integrity and Build Trust

Trust is essential for relationships to succeed. To build trust, coaches need to demonstrate transparency and keep private information confidential. Clients need to see that coaches have positive intent and act accordingly.

Curiosity Ignites Your Spirit

Coaches need to be curious and encourage that quality in their clients. No coach has all the answers, and exploring new ground together helps strengthen the coach-client bond. It can also feel exciting for both parties.

Ask Questions that Empower and Create Buy-In

When decisions are made for people, they are less interested in completing the task. For important choices made by someone else, that lack of interest is magnified. Clients need freedom to make their own decisions. Coaches therefore need to ask empowering and motivating questions to facilitate that process and help clients develop self-confidence and avoid dependence.

Avoid Judgmental and Advice-Oriented Questions

When judgments come in the form of questions, clients immediately recognize the deceit and usually become defensive. Even well intentioned coaches may ask advice-oriented questions. Successful coaches ask truly unbiased questions that do not include suggestions.

Powerful Questions Release Solutions

Complex, roundabout questions are not helpful in coaching. Effective questions are simple and clear. Given the importance of the topics clients explore with their coaches, waiting patiently while the client formulates a response is also necessary.

Asking Great Questions Requires Practice

There are many potential mistakes coaches can make when asking questions, including asking:

*”Why” questions, which often leave clients feeling criticized. “What in this situation makes you angry?” is better than “Why are you so angry?”

*Bombarding questions, which can overwhelm clients.

*Poorly expressed questions, which clients can misinterpret.

Listen Rather Than Tell

To help clients reach their potential, coaching relies on the Socratic method, which requires excellent listening. Outstanding coaches listen carefully to what clients are saying, ask for clarification when necessary, and listen for what is left unsaid.

Be Present and Turn Off Your Inner Dialogue

Intent listening usually leaves the listener a bit tired. Removing distractions, such as noise, e-mails, and text messages, as well as becoming fully engaged in conversations are all necessary to make intent listening possible.

Avoid Jumping to Premature Conclusions

It is so easy to jump to conclusions that most people do so without even realizing it. Unfortunately, these conclusions can color coaches’ thinking and blind them to important insights. Clarification, even when it does not seem especially necessary, is an essential coaching practice.

Be Impartial and Nonjudgmental

Given the importance of acceptance in coaching, coaches need to practice both components of empathy: intellectual (understanding feelings) and emotional (appropriately responding). They also need to avoid imposing their opinions on clients.

Listen Deeply, Use Observation and Intuition

Insights result from a combination of deep listening, observation, intuition, curiosity, and great questions. Through deep listening and observation, coaches can identify patterns. Intuition will often then arise, but it is important for coaches to continue to ask great questions rather than assume their intuition is accurate.

Embrace Feedback to Triumph

Even the most self-aware clients cannot see everything about themselves; their coaches must fill in the gaps and provide feedback that comes from a place of positive intent. Like questions, feedback should not include judgments or advice. Clients must also give their coaches feedback. Coaches who view this feedback as valuable information will use it to become even better.

Awareness and Acceptance Cultivates Transformation

Lack of awareness often impedes clients’ progress. Coaches who notice patterns help clients understand past frustrations and past successes. Awareness also helps people recognize their strengths and achievements, which constant work toward new goals can sometimes obscure.

Get Consent Before Giving Suggestions

When coaches give advice, clients often feel obligated to follow it. Furthermore, what would work for a coach may not work for a client. A better approach is to give suggestions only when absolutely necessary and with client permission. The result is sustained client motivation and increased focus on creatively solving problems.

Use the Power of Simplicity

Clients usually do not see themselves and their situations objectively because they are too close to both. Coaches help clients distance themselves, determine core issues, and see the big picture, all of which helps clients more easily find the solutions they need.

Establish Goal Ownership & Commitment

Clients are responsible for setting their own goals. Coaches are responsible for supporting clients and helping them clarify their goals. Goals that work:

*Are specific and measurable

*Follow a clear timeline

*Are achievable yet challenging

*Present opportunities for personal and professional growth

Create Strategies and Action Plans for Goals

Coaches help their clients create strategies and action plans to achieve their goals. Ideal topics to explore initially and review regularly with questions include:

*The resources and sacrifices necessary to achieve the goal

*Priorities and how new goals relate to other commitments

Keep Score of Goals and Action Steps

Scorecards, which clients should create, show progress in a clear way. They keep people motivated, remind clients of their recent accomplishments, and even help them learn how they can improve their performances. Coaches can use scorecards to guide conversations about improving future outcomes.

Support Goals Completion Continuously

It can be easy to hold off on celebrating until a goal is accomplished, but doing so robs the client of the rewards of working toward a goal. In addition, setbacks can cause clients to feel bad about themselves. Celebrations and other support structures, such as follow-up calls, e-mails, and automated reminders, help keep clients on track.

Accountability Drives Accomplishments

When clients fail to accomplish their tasks, coaches need to work on understanding the reasons for the lapse while maintaining their standards. Many clients benefit from working with accountability partners, such as colleagues, in addition to their coaches.

Acknowledge Efforts and Progress

Consistent praise for efforts made toward achieving a goal reinforces clients’ motivation and self-esteem.