Comment évaluez-vous les coachés pour le coaching?

I think three questions are important: 1. Are they self aware? 2. Are they really ready to change? or is it a quick fix solution that they are looking for. 3. What are the efforts that they have already put in? An adaptation of the motivational interview and the stages of change model is something that's useful.

I only use 3 criteria to assess anyone whom I'll coach. Do they have Courage, Humility and Discipline to change. If at any moment before or during the coaching program they slack in any of these 3, the program is terminated. I use a tool to evaluate them on these 3 criteria before we start. Once coaching starts, the evaluation switches to my observation of their attitude and actions.

Evaluate whether the coachee has achieved the goals they set at the beginning of the coaching relationship. This can involve both short-term and long-term goals. Encourage coachees to assess their own progress. Self-reflection can be a powerful tool for growth. You can ask them to rate their progress periodically.

I absolutely agree with these. Another bit is the coachee’s overall body language (Eg. a dropped shoulder, or a limp disposition).

Setting clear expectations and milestones is a must. Along with this accountability is also important. The coach can become an accountability partner but the client must take accountability for the milestones and the checks. The SMART framework is the most relatable. Making them measurable is the key to this activity.

In Stakeholder Centered Coaching, the challenges and needs of an executive leader are behaviors that have to be transformed for the organization to grow. Since organizational growth is at stake, the leader's behaviors that need to be changed are selected by the leader with input from their stakeholders.

Self evaluation and self reflection are very important. At the same time evaluating a client on the same initially at the onset is quite difficult and basis the experience that coaches have it becomes easier. Deeper conversations facilitate this demarcation.

Coaching thrives on collaboration and trust, so it's vital to find a coachee with whom you feel at ease and believe you can work effectively. Inquire about their objectives, challenges, and coaching expectations while observing their communication style and personality. Be genuine and allow the coachee to perceive your true self, promoting trust and rapport.

It's also important to be clear about our role as a coach. Our role is to help the coachee to learn and grow by asking questions, providing support, and offering feedback. Respect the coachee's autonomy and responsibility. The coachee is the expert on their own life. Our role is to help them to explore their options and make their own decisions. Maintain confidentiality.

A coaching log is a great way to track the coachee's progress over time. It can include information about the coachee's goals, challenges, actions, and results. A coaching feedback form can be used to collect feedback from the coachee on the coaching process. This feedback can help identify areas where coaching can be improved.

In Stakeholder Centered Coaching, the follow-ups are agreed upon from the beginning and usually is monthly. The leader is expected to follow up with their stakeholders once a month and with the coach/facilitator monthly too. And there's measurement at the end of the coaching program. The leader is measured by the stakeholders to determine if they have improved or declined. Mid-point evaluation is optional.

Gather feedback from colleagues, supervisors, or team members to understand if there have been noticeable changes in the coachee’s behaviour and performance. Use surveys or questionnaires to collect quantitative data on the coachee’s progress and satisfaction. Include questions about their goals, the coaching process, and the impact it has had on their work.

Every coachee is different, and every coaching relationship is unique. Coaches should be able to tailor their approach to the individual needs of each coachee. Coaching is not magic. It takes time, effort, and commitment from both the coach and the coachee to achieve lasting results. Coaching is not about fixing the coachee. It's about helping the coachee to grow and develop their own potential.

Depending on the context of coaching, you might use psychological assessments to measure specific traits, skills, or behaviours. These assessments can provide valuable insights into the coachee's personality and areas for development. Encourage coachees to keep a journal about their experiences and insights gained through coaching. This can provide qualitative data about their progress. Ask for feedback after each coaching session. Regular feedback helps in making immediate adjustments and improvements to the coaching process. Ask coachees to rate their overall satisfaction with the coaching process. This can include questions about the coach’s effectiveness, the relevance of the coaching topics, and the overall experience.