Coaching is an extremely popular concept that many senior executives cling to as a mantra towards guaranteed success. Originally a sporting term, it has carried over not only into the realm of work, but also into everyday life. Having a personal coach is one of the valued forms of self-development. And this is where psychological training is a huge advantage. It is similar in companies, where coaching is an increasingly common method that is reaping much-needed success. That is also why we at CANONADA are keen to focus on it.

COACHING SESSION (Recording of the coaching session of a logistics company's freight forwarding manager

OBJECTIVE: To help the key manager of the company (approx. 15 direct and 200 indirect reports) to find ways to manage effectively and alleviate the enormous pressure they face

COURSE: Short-term targeted coaching (5 sessions). 1 month between meetings.

1st meeting

  • Objective: mapping the situation and setting coaching goals
  • The manager in question is very realistic in his description of the situation or agrees with the opinion of other important people in the company. According to him, the goal is to say unpleasant things openly, clearly, right away and to consistently demand compliance with agreements.
  • Together we worked out situations in which he gives or does not give feedback to others.
  • Due to his enormous workload, he has little time to build rapport and relationships with subordinates.

2nd meeting

  • Managed to increase the clarity of immediate feedback, subjectively much better ability to tell subordinates things straight. Perceived greater autonomy, clear boundaries for middle management and more support.
  • What hasn't: increased intensity of contact. After discussion and questions directed at various options for building closer contact with subordinates, there was a paradigm shift (instead of: "I am customer-first" to "I am subordinate-first to deal with customers"). The confrontation technique was used.
  • Goal for next meeting: reserve all Fridays for meeting with subordinates.

3rd meeting

  • Objective not met. Together we analysed the causes. Although the frequency of contact with key subordinates had been raised in the interim, it was still not sufficient. Setting aside a whole day is assessed as unrealistic.
  • I used the technique of reflection. Together we mapped the barriers and looked for other ways of contact.
  • Outcome: setting up a weekly plan for contact with subordinates.

4th meeting

  • Progress assessment: increased intensity of contact with subordinates by 50%. Participant got used to scheduling contact with subordinates on a weekly basis. New task is to focus subordinates' attention on the customer and customer orientation. At the same time to support the functioning of selected important branches.
  • Task: To make a plan to hand over customers and carriers to the key branch in North Bohemia

5th meeting

  • The coachee implemented changes leading to a new way of organizing work among subordinates so that customers are better served. 
  • Formulated a significant shift in customer orientation for several key subordinates. Overall positive assessment of progress made. 
  • Coaching declared complete.