Coaching session with Michelle Jacobs #1

I had my first session as "coachee" with Michelle this afternoon.  I told Michelle that I believe I would benefit from this process by developing my ability to look at dialogue differently and am hoping to come up with (with her help!) some solutions to communication breakdowns I have had in the past.  We both agreed that this process will help deepen our understanding of dialogue and we plan on experiencing some personal development from this. Throughout these sessions, I am also looking for affirmation and clarification of views I have on communication with others, especially working with a partner or on a team.  I believe learning how to coach and how to be the coachee provides a nice balance and I will be able to successfully translate this knowledge to working relationships. 

After I graduate this May, my goal is to obtain a position for which I am directly involved with training, personal and professional development and/or curriculum development.  Instead of telling people what to do; I would prefer to work with them in this type of coach/coachee type of relationship, acting as a guide.  I see myself in a position where I am presenting ideas and strategizing for solutions and helping others do so as well.  My vision involves a lot of team work and challenges.  I like the idea of stretching the imagination and really triggering that creativity within to reach a common goal.  Throughout this process of being coached by Michelle, I expect to be challenged to think outside the box.  I am hoping our sessions will bring some of my  ideas to fruition and allow for deeper reflection on what it truly means to listen, how to be open and honest and encourage one another.  I believe that this collaboration will be a huge teaching moment for both of us.  

I have acted as a mentor in several situations, in a conflict resolution group in high school, in the sorority setting in college (big sister/little sister) and in various training and management positions I have held over the years.  I find that in more personal relationships, I think it is easier to act in the coach role because we are more apt to be the “cheerleaders” to our friends than to strangers or professional acquaintances.  We may be less judgmental because we are familiar with them. In organizations, there tends to be more of a “You need to do this or look out for that or think this…” mentality. It's every man for themselves.  I see a huge benefit to adding the coaching process to companies because I think it will increase listening skills and create an atmosphere of trust.  In this way, perhaps we would be more apt to be supportive of one another create a more synergistic vision of values and goals. 

Coaching session #1 Wendy Dameron and Ray Symonds

I had the great pleasure of speaking with my "coachee" Ray Symonds this morning and discussing his experience with coaching as a teacher and a member of the Toastmasters association.  Ray is currently a native English teacher at a high school in South Korea, where he has lived with his wife for approximately three years now.   He enrolled in this Master's program as the degree will assist him in pursuing his dream of teaching at the university level in South Korea.  In his essay and during our discussion, he had some thoughts that struck chords within me.  He works in a culture that follows a process and it's hard to make changes when you may not be in the position to do so.  He would prefer to have a more creative experience and open dialogue in the classroom, guiding his students to discovery.  Some of his colleagues feel similarly but administration calls the shots.  Everyone talks about "changing for the better" and creativity as the big "buzz word" but when it comes to actually making creative and intelligent choices, the process of change never comes to fruition.  Further, the culture of education there is more goal oriented and quantitative, rather than qualitative.  We can speak of cultures in different regions or countries but there is also a culture to be found within any organization.  In many, policies and procedures are followed, some way past their expiration date.  People engage in downloading and judgmental listening.  We see attempts at new processes or the creation of teams but nothing really changes.  Perhaps if higher management took the time to really listen to their employees and bring them into the decision making, real teams and effective dialogue could happen.  There should be coaching opportunities and mentoring programs.  As in one of the coaching readings, Thomas Leonard describes a "synergy that occurs as a result of the coach and client relationship".  In my opinion, synergy creates a shared vision and would be a key component to positive organizational change.