Vol 2 - Coaching : Effective Questioning Techniques Series

Questions to clarify outcomes

What would you rather have?

What would you like instead?

How can you turn that problem into a goal?

What can you do to influence this?

What will it look like, sound like, feel like… when you have…?

If you could have this right now, on a plate, would you take it?

What might be the undesirable or negative consequences of achieving this goal?

What's your first step? Next step? Final step?

What resources do you need to support you in this?

What would you like to do differently?

What would you like to see?

Where do you see yourself?

Where would you like to be?

How would you like to feel …?

What is your desired outcome?

What results do you want?

What timescale are we looking at?

What's an appropriate deadline?

What are the milestones we can track along the way?

On a scale of 1 to 10, how compelled are you to do this?

Questions to aid moving from current reality to desired reality.

Has this happened to you (or to someone you know) before? What did you (or they) do to overcome it?

Has there ever been a time when…. What was it like

How would you sell your idea (if you can't, is it the right one?)

What tools do you know about that you haven't used yet? Which will you try?

What tools do you need to help you?

How can we turn this around?

In what way would you like to change the way you operate?

What could you change/do to make the situation more positive?

What current tools have you used? Which worked? Which didn't? Why?

What do you think could be done to alter the situation?

How can you change the situation?

How could you get tools within the organisation to help you?

How do you see yourself getting your desired outcome?

How will you achieve…?

What have you tried so far?

What is stopping you achieving your goal?

What needs to happen for ….?

What will enable you to achieve X, and how will you feel once you have?

What will feel, seem or look different if you achieve X?

What will your life be like when you are able to ….?

What would make the biggest difference to the way you work?

What would you like to be able to do as a result of being here?

How do you consider that we can achieve this objective?

How could you turn this around immediately, and enjoy the process?

Who already does this really well? (benchmark excellence)

How did (company xyz) crack this problem when they had it?

What research could you do that would give you more ideas?

Questions to challenge the way coachee perceives the situation.

Does the problem really lie in the task, or the way you feel about the task?

What assumptions are you making that may be questionable?

What "rules" are you using that could be challenged?

What are resources you haven't used before, that you could try?

How would you deal with it if you were a man? (or woman, or child of 7, or a wise guru, or managingdirector, the Pope, etc. etc.)

What would (insert name of coachee's hero) do in this situation?

What would you do if your bonus depended on the satisfactory resolution of this problem? (variations: or your job, or your life!)

What would the best manager in your company do?

How will your team react to the change in your skills and how will that make you feel?

What would you try now if you knew that you could not fail?

What would you do now if you were already the person you know you have the potential of becoming?

What's the positive intention of this?

source : http://www.evancarmichael.com/

Vol 1 - Coaching: Effective Questioning Techniques Series

As we know, coaching is now one of the key concepts in leadership and management. It is one of the most powerful ways to improve employee performance and it happens primarily in conversation. One of the essential skills required for effective coaching conversations is effective questioning.

Questioning is relevant to every aspect of coaching : establishing a coaching relationship, negotiating a coaching agreement, setting stretch goals, creating action plans, engaging motivation, reflecting on learning, and structuring accountability.

Therefore, in order to encourage you, the leaders of Sime Darby Motor Group (NZ) Limited, to use coaching as one of your leadership tools we are pleased to bring you the Effective Questioning Techniques Series. These will help you to coach your employees effectively in workplace.

Coaching is a skill; it is not just about following a recipe. We need to practise in order to acquire the skills. Practise makes perfect! The examples provided here are intended as a guide and as reference tips to help you become a more effective coach.

This series will focus on asking the right question, at the right time, and with the right intent.

Happy Coaching !!!

"It is not the answer that enlightens, but the question." -- Decouvertes

How do we uncover internal drive?

These questions will assist your employees in uncovering what internally motivates them based on their beliefs and values so they can access their own energy to achieve it. You are also uncovering the style of management they best respond to. Moreover you are setting up the expectations on both sides as to what to expect from one another. It certainly beats using your energy to push or stimulate interest or action based on your assumptions or beliefs based on what may work for you.

If you rely on pushing to get someone into action, they won't move unless you're there to push. It's more effective to help them articulate what they want so they can begin to self-motivate.
The real benefit of getting this is that empowering people by tapping into their internal drive does not drain your energy. Pushing for results is exhausting.

1. What do you want to be doing that you aren't currently doing?

2. What areas do you want to strengthen, improve, or develop?

3. What is most important to you in your life and career? (What does a successful career or life look like?)

4. What are the three most important things you would like to accomplish right now?

5. What is your action plan to achieve those goals?

6. What do you need that's preventing you from reaching those goals?

7. How can I best support you to achieve these goals? (Uncover how each employee wants to be managed and supported.)

8. How can I best manage you and hold you accountable for the results you are looking to achieve?

9. How can I hold you accountable in a way that will sound supportive and won't come across as negative or micromanaging?

10. How do you want me to approach you if you don't follow through with the commitments you make? How do you want me to handle it? What would be a good way to bring this up with you so that you will be open to hearing it?

Source : http://www.allbusiness.com/