2009年2月24日 星期二

The 3rd Coach Gathering--2009.2.21 at The One



This time we studied one of the coaching model--Solution-Focused Brief Therapy(SFBT).


SFBT is based on the postmodern constructivism which empasizes that the truth is not a discovery but a creation. We found that as a therapy, SFBT works just like coaching. They have many things in common such as believe in clients, skills in coaching and goal setting....


After my sharing about SFBT Introduction, Sandy led us to learn something about NLP by setting anchor for generate confidence. That was a fantastic eveing we shared together.


2009年2月16日 星期一

FC103 Effective feedback

Topic 1
Discussion
1. How do you feel about receiving feedback?
If I was asked for permission before receiving feedback, it would be more acceptable. It helps me become more aware of being neutral instead of defending. A real feedback without criticism or judgment makes me feel kind of nervous but still gratitude toward the feedback giver.
4. What is the difference between feedback and criticism?
Feedback is merely mirroring back what is observed without extra opinions or judgments. Just like a mirror, a feedback should be neutral and objective, not positive nor negative. But a criticism may contain any of that mentioned above.
Then a feedback evokes awareness while a criticism draws defenses or attacks.
5. What is the purpose of feedback in a coaching situation?
For greater understanding, awareness and clarity, a coach may apply effective feedback. It can also provide insight, open thoughts and expand vision which helps a lot to clients.

Reflection and Application
1. 3 people’s feedback

My wife’s feedback on my emceeing the birthday banquet of my uncle:
“You looked not nervous at all…the atmosphere was fantastic and joyful.”
My crew’s feedback on the training delivery of the new-hired orientation:
“How’s the participation of the new-hired? Do you think they like the course or not?”
“I think they enjoyed the class very much from the clues of their laughter and the serious thinking faces”
My colleague’s feedback in the farewell letter:
“I am glad to know you…thank you for the kindly help always…I am honored to work with you.”
2. How’s the feedback
My response: Thank you for the feedback, that’s quite meaningful to me.
Some feedback was better than others for they pointed out specific items or issues that I could catch what they were talking about instead of common general ideas or comments. When I asked my crew to feedback, I transferred the focus on the feedback from trainees instead of me, the trainer; it seems more indirect and much easier for her to give feedback to me.
From this exercise I learned much about giving feedback and asking for feedback as well. It would be more acceptable if giving feedback focused on the observation, conveying not the details only but the information that appear obviously. In our culture, most people might feel reluctant and uncomfortable when being asked for feedback. It may automatically remind them “political issue” right away. Maybe ask them the opinion of the third party would be much easier for them to tell the truth.


Topic 2
1. When and how might you use role-play with your clients?

Not only when my clients are unsure on how to have a conversation with someone or have some fears around how to say and to proceed, but also in the moment of rehearsing the steps moving forward to their splendid victory, that I would love to use role play. I would use presuppositional questions such as:
What would they say if you had done it well?
What would you do to make it happen?
…then how would you respond to her reaction?


Reflection and Application
1. 3 situations suit for using role-play.

A. To work out the action plan by rehearsing the steps they may make to move forward.
B. To practice before hand if the client is fear about what to say
C. To rehearse when the client is unsure how to conduct a meeting.

2. A friend of my was dealing with the bottom 5 % performance interview and found himself kind of resisting to face that awkward situation. We both agreed on his willing to overcome this situation and further more to benefit interviewees through this interview. He set some procedure of the interview to clarify the purpose, the methods and the principles he would like to apply in this interview. While role-playing, I acted as an angry employee and he tried to use the principles to calm me down and focus on the performance improving. At the 2nd round, I played as a sensitive employee in his team and he found it’s hard to address any words he attempted to speak out. After practicing, he felt more confident and less reluctant to do the interview.

3. Another “interviewer” came to me the other day (thanks to the recommendation of the former one) and we tried to make her more confident with the bottom 5% interview. At the first time, she found herself not well-prepare about the details and records of interviewees. At the 2nd time, she practiced the whole process of interview from the opening to the closing and corrected herself in wording several times. Then I played the role she would play as a interviewer and she act as the interviewee. I repeated the process that she just performed. She felt “my” interview with her was comfortable and helpful. I said that’s just what she did before. She was confident and happy to help the interviewee then.

A friend of mine was suffering being a sandwich between her mother and boyfriend. I drew on the practice of constellation and asked her to arrange the position of her boyfriend and her mom for several times. During the process, we practiced the roles of herself, her mom and her boyfriend to speak out what they really want to express. She was strongly touched and found herself a better place to stand on, a more useful gesture to make peaceful and even delighting situation.

做自己的教練~~by 吳永佳 (2008.9.1 30雜誌)

起風時跳舞,在夢想與現實間擺盪,30世代努力拼湊屬於我們這個世代的幸福拼圖:
專業實力、生活態度、財務規畫、人文素養,缺一不全。
如果環境很嚴峻,我們更該堅定投資自己,將環境的挑戰化為蛻變的契機。因為,新台幣可以縮水,夢想不能打折!


30歲是人生的黃金時期,雖然還有太多的夢想與欲望等待被實現,但也開始懂得運用實力加計畫築夢踏實;從初出社會的懵懂衝撞,到30歲開始進一步追尋自我;從20歲盲目地偶像崇拜,到30歲開始想要自己當家作主。世界如何轉動,「我就是這樣子!」「我鍛鍊我自己!」今天先把實力準備好,明天世界將因我而改變。

初入職場 先把實力準備好
專業能力是30世代在職場所要積累的第一種實力。從企業主心態來看,哪種專業能力在現下會變得更重要呢?在經濟榮景衰退、資源有限的環境下,可將資源做最有效整合及運用的人才,才能幫雇主花最少、省更多;此外,人力緊縮,「好用耐操」、具多元職能又願意高度配合的人最受歡迎;當然,能為公司帶進業績的人才,自然也更形重要。那麼高階人才的就業市場如何呢?根據104獵才顧問中心分析指出,2008年電腦、網路資訊等相關產業的持續性發展,帶動一波中高階主管的求才指標。而逐年增長的行銷、業務職缺,顯示科技產品的技術已發展成熟,目前急需透過行銷業務人才推廣至消費者手中。 對於中高階人才來說,豐富的產業經驗是最基本的專業要件,而優越的行銷及業務能力,也可為自己加分。此外,在這天涯若比鄰的時代,熟悉歐洲或亞太市場經驗,是許多產業重視的專業力;當然,既然商品都要賣到全世界、賺世界的錢,而高階工作者也漸漸成為「逐工作而居」的遊牧上班族,隨時可能到世界任何一個地區工作,那麼,外語能力、國際視野,以及對全球資訊的閱讀及掌握能力,無疑是愈來愈重要了。

心理素質決定人生格局
掌握了專業能力與職場競爭力之餘,還必須有健全的心理素質。104人力銀行董事長楊基寬,歷經多年的創業經驗後,對年輕世代提出頗中肯的觀點:因為不可能隨著外在環境的變動起舞,就算畢業後有幸進入所謂的熱門產業或上市上櫃大企業,也不代表所處的產業永遠景氣,或者公司永遠不會裁員。職場生態及大環境時時年年在改變、消長,不是你我所能左右,然而,一個人的「心理素質」,以及面對職場所建立的心態,卻是自我可以努力培養的。「心理素質」,決定一個人面對外在挫折與困境時的應對能力及心態。楊基寬多年來接觸許多上班族,10位上班族中大概有9個對工作不滿,譬如薪資被低估、沒有升遷機會、老闆很豬頭、產業沒前途……心理素質低落的人,眼中所見都是負面因素,以及外在環境的無法順心如意。相反的,懷抱健康心態的上班族會更積極要求自己:
「我該如何做,才能為公司帶來更高的產值與貢獻?」
「我是否已在我可發揮的職位上盡力發揮?」
「我是否曾自發性地完成或超越被要求的績效?」
能用以上思維去看待工作的員工,肯定是受老闆歡迎的員工,無論環境怎麼變,你都能保有競爭力,不怕自己是被淘汰的那一個!

自己成就一個「品牌」

有人看到外在環境的變動,總慨嘆自己生不逢時;有些人卻能擺脫這種「失敗者」心態,立志去改變產業的未來。楊基寬舉了大家熟知的畫家幾米為例,畫插畫不是一般人認定的熱門行業,
而且從業者眾,競爭激烈;但幾米讓插畫不再只是插畫,透過畫作結合充滿意境的文字,創造出動人的生活小品,建立自己特有的「幾米式」風格,甚而發展出無所不在的周邊商品及跨業結盟的創意產業,讓「幾米」兩個字變成「品牌」,自己創造了一個產業。所以,30世代要如何利用這「最好的時代」刺激自己再為實力加碼呢?一方面要培養更健康的「心理素質」,鍛鍊自己面對變局的應變能力,不必隨波逐流;另一方面,要時時盤點自己的實力與專長,並且,努力讓自己原有的「第一專長」再升級,成就自我獨一無二的風格及特色。他人衡量你的成就,從來不是看年紀、資歷、職銜及待過的公司,而是「你曾經做過什麼事?」「成就過什麼?」
所以,薪資、職位、公司大小……不是你唯一該在意的,完成自我、建立自己的行事風格,才是更高段的成功。不只成為一名「標準的專業工作者」,更要設法讓自己升級成一個「不標準」的「品牌」例如攝影師有很多,但專長於「昆蟲攝影」者可能不多,讓自己成為某種「專家」,就可能提升競爭力!建立自己獨特的生涯方向及專長,是值得一生去追尋的目標,唯有如此才能使你真正免於外在環境一時的衝擊。

30到50歲 追求上半場人生成就
當然,在不同的人生階段,有不同的職場功課。從初入社會到30歲以前,要像海綿一樣努力吸收學習,不要拒絕任何挑戰及要求,畢竟在這個階段,積極累積人生資本是最重要的!台灣諾基亞客戶暨市場營運總經理程宗楷也說:「剛進入職場的年輕人,不必急著證明自己有多行,而是該重在學習。」然後,試著找到自己的「核心職能」,也就是核心專長。
30到40歲階段,是人生進一步找尋自我定位的關鍵期,食益補(白蘭氏)集團台灣暨香港區總裁馮南陽,在30歲時思考的是,自己最感興趣的產業是什麼,有沒有一種商品能讓自己一輩子投入。「這是人生中最重要的階段,得思考自己要到哪裡,往自己的長處經營。」30歲之後,要在發揮自己的「核心職能」上,把握一切機會,創造屬於自己的亮眼工作紀錄,並且同步學習管理職能。在人生的黃金階段,許多人已站上主管級的職位,初嚐管理滋味,應該抱著「少說多聽」、「少我多你」的態度,多傾聽別人的意見,保持謙遜,懂得站在他人的立場思考,就容易在職場得到助力而非阻力。
40到50歲階段,正式進入接棒及攻頂的時期。雖然自身的能力及資歷趨成熟,但此時也容易面對生涯上的高原期,卡在同一個位階停滯不前;如何不斷的「自我顛覆」,揚棄舊經驗、突破新思惟,變成最重要的修練。同時,人在高處未必永遠不會跌倒,台北藝術大學校長朱宗慶當年放下教職,進入兩廳院擔任藝術總監,由一個浪漫的藝術家轉型面對許多世俗繁瑣的行政經營工作,曾經痛苦不堪;馮南陽在擔任百靈大中國區總經理期間,也因為集團全球整併,而由總經理降級轉任市場總監。所以即使在40到50歲的生涯成熟期,對於職涯的變動,我們一樣要保持自己高度的彈性及靈活度,勇於挑戰應對!

50歲後 追求下半場夢想意義
50歲之後,人生進入下半場比賽,有人自己創業,有人準備退休,開創第二個人生。然而,思考、閱讀及挑戰自我的腳步不能停歇,如日本趨勢大師大前研一所說,不斷思考人生的目標,時時懷抱「重新開機」的生活態度。如果說人生的上半場,我們多多少少還必須為「生存」而工作,那麼到了50歲之後,我們或許可以開始為「滿足自己靈魂的渴望」而工作了。世界展望會會長杜明翰,在46歲前是科技金童,之後卻投身非營利組織的志工企業家行列,這樣大的轉折,只為了繼續追尋人生下半場的夢想與意義。

起風時跳舞,在夢想與現實間擺盪,30世代努力拼湊屬於我們這個世代的幸福拼圖:專業實力、生活態度、財務規畫、人文素養,缺一不全。如果環境很嚴峻,我們更該堅定投資自己,將環境的挑戰化為蛻變的契機。因為,新台幣可以縮水,夢想不能打折!

2009年2月10日 星期二

FC102 Reflection and Application

1. Pick an area of your life, or someone else’s life, where a problem has persisted for some time. Discern the Perspective, and ReFrame it.

A friend of mine works as a training specialist in the HR dept. of a company was worrying of being laid off because of the economical depression. She did great jobs and made significant contributions for her company but the training budget for next year still decreased tremendously. She felt helpless and lost enthusiasm about her job. After discussed about the success she made before, we compared the situation thoroughly and found all the conditions about her company and herself were still the same(some of them even getting better) but only required more cost-constrained-focused. She shifted her perspective to positive ones and reframed the viewpoints of these changes. I found her regain her confidence and start to work out some strategy for the coming challenges.


2. Call a friend or colleague who has been complaining about something. Share with them the concept of Perspective, which you are studying, and ask them if they are interested in some quick coaching to help them ReFrame their Perspective.

I visited a cousin of mine during the Chinese New Year and shared with him the studying in ICA. When I “happened to” mention about the idea of perspective and reframing, it’s easy to find something sparkling in his eyes. He told me that maybe he could think of his boss, whom he is always complaining about, in a more sympathetic way.