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Resource Author Francisco R. Higueras
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Whatever the size of your organization – whether you're a small nonprofit reliant upon the commitment of volunteers or a corporation with offices around the globe – the chances are good that you're always on the lookout for tools that will help you develop a cohesive team.
While life coaching and business coaching can be exceptionally beneficial to organizations, there are a number of coaching tools that can be used in-house, without the assistance of a life coach or business coach. One such tool can best be described as associative playing cards. Although one might assume that coaching cards are like tarot cards, they are really worlds apart. These cards are more like self-improvement and self-development cards, in that they enhance personal awareness and create an understanding of diverse perspectives.
The great thing about coaching cards is that, while they're thought-provoking, they're not provocative. For that reason, it's unlikely that using them will generate resistance from employees, board members, or management. Instead, they can be used as a springboard to discuss any number of issues that arise in an organization and generate workplace-related insights.
The cards can be used in group settings or in one-on-one situations – without the need for an outside facilitator. Typically, a pack contains 65 cards, along with a layout chart and notepad. In addition, there is a coaching book that has a section dedicated to each card. The book usually contains a story regarding the card, relevant quotations, and philosophical and concrete questions. Although self-improvement is often a corollary benefit, the process and questions help pinpoint how issues are currently affecting the organization and ways that those issues might be resolved.
These kinds of coaching games can be enormously useful for professional development. In a group setting, coaching cards can foster quality interaction and cooperation among participants. They can also give people the opportunity to approach issues and dilemmas from many points of view, thus improving their problem-solving skills.
e. Executives seek accountability. Think about what measurements you can offer, by which your coaching effectiveness can be measured. Also think what guarantees of success you can give.
f. With top executives, money is not much of an issue as time is. The more you can show your service to be time-efficient and quick to get results, the more chances you have of closing a deal. This isn't to say that you can charge anything you want, but this is often not the decisive factor in the sale.
g. Despite all the above, do not be overly intimidated. However successful the executive is, however many assistants and secretaries you had to pass, this is still a person. He has problems, he is looking for solutions, and he is susceptible to the right suggestions just like any other person
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