How to improve your tennis, your management skills and your organisations results

Short Description
The tennis coach smacks another ball over the net, and – once again – I run a few steps, stretch, swing and wallop it back. We’re doing what works. My tennis is improving. It’s a miracle. And the great thing about this coach is that he focuses only on what’s going well. He notices what I’m doing right and takes a great interest in my shots that sing off the racket and whiz into the corners of the court.

Website: www.thesolutionsfocus.co.uk | Filesize: 141kb
No of Page(s): 10

Content
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How much expertise does the coach need in the performer’s topic? The SF approach builds on existing skills of each coach and performer in any coaching interaction. We found that in an organisation where often managers remain in role for less than a year, it was helpful for them to realise that they could confidently place responsibility for expertise in the hands of the Performer, with the coach being expert at coaching, not necessarily the topic. One of the problems in many organisations is that a manager has less functional expertise than their staff, yet is still expected to coach. The SF coaching process works whether or not the coach knows precisely how to do what the performer is aiming to do.
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