Summary of Tony Stoltzfus's Coaching Questions

Everest Media

Description

Please note: This is a companion version & not the original book.
Sample Book Insights:
#1 The asking approach changes the relationship between you and the person you’re talking to, and it forces you to listen more intently. Asking questions also redefines your relationships with others.
#2 There are five key reasons to ask instead of tell: all the information is with the coachee, asking creates buy-in, asking empowers people, asking develops leadership capacity, and asking creates authenticity.
#3 The Master of Asking schedule is a ten-week weight-training program for your asking muscles. It includes a 60 to 75 minute phone or in-person peer session where you practice on each other, as well as one exercise to try out on your own during the week.
#4 To build a stronger repertoire of life coaching skills, sign on for another ten weeks with your peer coach and do the exercises below. You can work on the exercises on your own and then just discuss the results, but you'll get more practice if you coach your peer through the exercises right in your sessions.

Sujets

• Efficacité professionnel
• Survêtement
• Business
• Economics
• Training
• Employabilité, métiers et formations

Informations

• Publié par: Everest Media LLC
• Date de parution: 14 juin 2022
• Nombre de lectures: 0
• EAN13: 9798822531413
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

Insights on Tony Stoltzfus's Coaching Questions
Contents Insights from Chapter 1 Insights from Chapter 2 Insights from Chapter 3 Insights from Chapter 4 Insights from Chapter 5 Insights from Chapter 6
Insights from Chapter 1

#1

The asking approach changes the relationship between you and the person you’re talking to, and it forces you to listen more intently. Asking questions also redefines your relationships with others.

#2

There are five key reasons to ask instead of tell: all the information is with the coachee, asking creates buy-in, asking empowers people, asking develops leadership capacity, and asking creates authenticity.

#3

The Master of Asking schedule is a ten-week weight-training program for your asking muscles. It includes a 60 to 75 minute phone or in-person peer session where you practice on each other, as well as one exercise to try out on your own during the week.

#4

To build a stronger repertoire of life coaching skills, sign on for another ten weeks with your peer coach and do the exercises below. You can work on the exercises on your own and then just discuss the results, but you'll get more practice if you coach your peer through the exercises right in your sessions.

#5

To convert a closed question into an open one, first become aware of what you are asking. If you catch yourself before you've finished asking, stop and restate the question. You'll know a closed question because it can be answered with a simple yes or no, like these examples: Is there a way to do that and still keep evenings for family. Can you realistically take that on too.

#6

A special type of closed question is the solution-oriented question. These are pieces of advice with a question mark pasted on. We want to tell the client the answer, but we remember we are supposed to be coaching, so we give our solution in the form of a question.

#7

SOQs are questions that arise from an intuitive insight. They typically arise in a practical setting, when a person says something that makes you curious, and you proceed to identify what you think the underlying problem is, create a solution, and then offer it to the person.

#8

As a coach, you should lean on a simple query like, Tell me more, or What else. The benefit of these short-and-sweet questions is that they don't interrupt the person's thought process.

#9

The second cause of rambling is that you are too concerned about getting your question fully understood. Let go of your agenda and ask the question once. If the person takes the path you were hoping for, great. If not, stop and see where they take it.

#10

When coaching, it's important to ask questions that reflect what the client says, not what you think they should say. Interpretive questions erode trust and block the conversational flow.

#11

Interpretive questions are easy to fix. Simply incorporate the client's own words in your questions. For example, you could ask, How long have you been frustrated with your current project. or What kind of support do you need that you aren't getting.

#12

Rhetorical questions are statements of your own opinion about the situation. They are generally emotional or judgmental, and they evoke no response or a defensive one from the other person.

#13

To eliminate rhetorical questions, you must change your attitude toward the client. You can do this by getting in touch with what is going on inside you, and how this situation is pushing your emotional buttons.

#14

When you catch yourself in the act of asking a leading question, you can redeem it by creating multiple solutions. For example, if you realize you have asked a leading question, such as If you take this new position, will it take time and energy away from your family. , you can ask the opposite question: Or will this open up doors to get you the family time you desire.

#15

The third mistake is interrupting, when you should be listening. Interrupters are usually perceived as disrespectful and frustrating to talk to.

#16

Icebreakers are a great way to start a conversation with someone you've just met. Ask a common question, then follow it up with a more intimate question. For example, if someone says they are fine, ask them what makes today a fine day.

#17

A great question can put someone on the defensive if they aren't anticipating being coached. You may want to ask permission before you try out your coaching techniques on an unsuspecting family member.

#18

You can also ask questions that force the interviewee to answer in a specific way. For example, you could ask, What was the best thing that happened this month in your sphere of influence. What one thing would you like to change.

#19

Have a group discussion to practice starting significant conversations.