黃經理開始運用教練技術於自己管理團隊的工作中。以前一有組員帶著問題跑來找他，他會馬上畢哩吧啦地告訴對方該怎麽做，組員聽完就馬上趕去執行。黃經理發現自己現在能沉得住氣，比較多提問了。他注意到組員的反應起初也不太習慣，原本來是要聽上級的指示，結果發現多說話與提意見的是自己。

 

　　不過黃經理也有碰釘子的時候，就是發現不是所有人在所有時候，都適合被教練。由于教練時，需要對方自己思考。在工作環境中，如果事情緊急，對方需要的是指引來脫離他當時的困境。在那種情況下，對方覺得當時不是適合時間來自我思考時，不適合教練。例如：有個怒氣衝天的顧客在前臺大聲吆喝、投訴，令其他顧客側目。組員跑來通知你。如果你這時氣定神閑地問組員：「那你真正想要的是甚麽？」「有哪些方法可以解决？」「成功後有甚麽影響？」組員不瘋掉才怪！

 

　　黃經理也發現如果對方或自己當時身體或精神很疲累、有負面情緒時，而不能維持一個理想的，可自己思考的狀態時，不適合教練。對方當時根本沒意願自己思考時，也不適合使用教練。出現這些情况，乾脆就選用其它方法，例如：指引、給建議等。當然，在事情過後，依然可以運用教練來回顧覆核，爲將來再發生同類情况時，作更好的準備。也可以在事後，用教練技術，從事件中汲取教訓，預防同樣的事情發生。

 

　　雖然不是所有人在所有時候，都適合被教練。不過任何人總有適合被教練的時刻。這在工作場所進行教練尤其重要。一個教練只要提高醒覺，要辨別也可以很容易。

 

　　Boris started to apply coaching in managing his own team.  In the past, when a team member came to him with a problem, he would immediately rattle away what should be done.  And the team member would hurried away to execute the instructions.

 

　　Boris noticed that nowadays he could hold his tongue and asked more questions instead.  He observed that his team members were not accustomed to his change of behaviour.  They came expecting to receive guidance but later on realized they themselves were the ones coming up with ideas and doing most of the talking.

 

　　Yet there were times when Boris would hit the wall.  He found out that not everybody was coachable at all times.  This is because coaching requires the client to do a fair bit of thinking.  In a fire-fighting situation at the workplace, what the client needed most was clear and quick instructions to tackle the problem there and then.  Under such urgent circumstances, there was no time to ponder or reflect.  Coaching would not be appropriate. 

 

　　For example, there was a very upset customer shouting and complaining loudly at the reception.  So much so that all the other customers were shocked and watching to see what would happen next.  When you the manager was alerted of the situation, and you asked your team member in a relaxed and indifferent tone, "What do you really want out of this?", "What other ways can you resolve this?","What is the impact when you succeed?"  That would definitely drive the team member up the wall!

 

　　Boris also found that if the client or himself was physically or mentally exhausted, or be overwhelmed with negative emotions, it was very challenging to maintain a desirable resourceful state to do quality thinking.  Coaching would also not be appropriate then. 

 

　　In those situations, it would be better off to use other methods, such as giving direct instructions, suggestions etc.  Of course, coaching could be used to review the events at a later stage.  The purpose was to be better prepared the next time when the same situation happened again.  They could also use coaching to bring awareness on the lessons to be learnt to prevent it from happening again.

 

　　Although not everybody is suitable to be coached at all times, coaching is definitely suitable for everyone at certain times.  This is an important point to note for workplace coaching.  So long as the coach keeps his radar switched on, it would be easy for him to detect and identify.

 

 

 《經濟通》所刊的署名及／或不署名文章，相關內容屬作者個人意見，並不代表《經濟通》立場，《經濟通》所扮演的角色是提供一個自由言論平台。

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