Dynamic One-to-One Coaching
for Resolving Interpersonal Problems

We coach bright, hardworking, knowledgeable, experienced people who are valuable to the organization, whose weakness is their lack of interpersonal skills. They seem to throw a monkey wrench into most everything they do by the way they interact with people. What’s even worse, they appear to be oblivious to their negative impact on others. Or, if they are aware of it, they have all kinds of rationale as to why they don’t need to change. So their interpersonal skills deficit continues to interfere with getting the job done and demoralizes and frustrates those who work with them.

Dynamic Coaching Method

Prior to the session, the coach gathers 360 feedback on the coachee’s strengths and development areas as well as on their leadership style.

The coaching day begins with a rapport building activity that solidifies the relationship between the coach and coachee. Once the feedback has been given and understood, the coachee and coach develop interpersonal goals based on the feedback. The coach, focusing on the goals, teaches replacement skills to bring about the wanted change. After a month of implementation, a second round of feedback and coaching follow. If needed, subsequent coaching days to reinforce and establish the new behavior can be scheduled.

Dynamic One-to-One Coaching for Business Problems

Today’s business climate is tough. Business owners, entrepreneurs, and business managers within corporations face endless challenges that accompany doing business in an ever shifting market place. They need a time-out; time to step away from the day-to-day operation of the business to resolve persistent problems and to refocus on the long-term goals of the business. They need one-to-one coaching. Without this revitalizing intervention, they continue to have their energy dissipated by coping with the same old unresolved issues that drain the business and the employees.

Dynamic Coaching Method

The participant identifies and prioritizes his/her most pressing business challenges. From that list, he/she selects what to work on first. The coach facilitates a conversation by asking a series of thought provoking questions. The questions uncover limiting beliefs, reframe problems, and pinpoint faulty assumptions. Problems are redefined into manageable segments.

The coach adds value when a deficit in knowledge or skills becomes apparent. In subsequent sessions, the coach holds the participant accountable for what he/she has agreed to accomplish. This team of two moves from problem to problem until the participant solves the business problems and has accomplished his/her goals.