{"id":251274,"date":"2026-07-13T01:08:52","date_gmt":"2026-07-12T22:08:52","guid":{"rendered":"https:\/\/1kitap1.com\/en\/50-top-tools-for-coaching-gillian-jones-ro-gorell\/"},"modified":"2026-07-13T01:08:52","modified_gmt":"2026-07-12T22:08:52","slug":"50-top-tools-for-coaching-gillian-jones-ro-gorell","status":"publish","type":"post","link":"https:\/\/1kitap1.com\/en\/50-top-tools-for-coaching-gillian-jones-ro-gorell\/","title":{"rendered":"50 Top Tools For Coaching – Gillian Jones Ro Gorell"},"content":{"rendered":"
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Move these sticky notes into column 1. Next ask them to identify the sub-tasks that others in the team could do with some development, and move these into column 2. Finally, review the notes that are left. Are these really sub- tasks that no one else could do?<\/p>\n

After discussion, move any remaining notes into column 1 or 2. If there are still some left, move them into column 3. It is likely that the notes in column 3 will be very few. As an aside, it is worth saying that if clients have more notes in column 3 this might mean a risk for the organization, as it suggests that the knowledge rests solely with these clients and there is a big knowledge gap in their team.<\/p>\n

It also means that these clients will have difficulty moving to another role in the organization if the opportunity arises, because there will be no one with sufficient knowledge to take over their role. It might be worth having a discussion with your clients about this observation. Once all the notes are on the flip chart, ask clients to put names against the sub-tasks and assign dates for transferring each of them, including passing on any knowledge necessary to carry it out.<\/p>\n

Work with clients to produce a plan for coaching each person to bring them up to the required standard. Use the delegation planning sheet, delegation framework and effective delegation checklist (Tables 9.3, 9.4 and 9.5). Hints and tips To prioritize tasks, you can use either a priority grid or a paired comparison grid. These are outlined in the tools in Tables 9.6, 9.7 and 9.8. When challenging tasks, do so with care \u2013 being too strong with a challenge might make a client defensive.<\/p>\n

Useful questions to ask Does this work have to be done by you? What are the consequences of someone else doing this task? If you do this work, what would you have to delay or abandon? What would happen if this work did not get done? Who else could do this work? What would that person need in order to carry out this task? How important is this work in relation to your role, key tasks, objectives and development?<\/p>\n

Who else is involved or affected by this work, and how important is it to them? If you delegated this task, what would you do with the time you free up? How will you stop yourself getting into this situation again? Other areas to explore Remind clients of the Pareto principle, ie 80 per cent of effect comes from 20 per cent of cause; for example, 80 per cent of profit comes from 20 per cent of clients.<\/p>\n

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I would like to dedicate this book to my dad, who always used to encourage me to \u2018go for it!\u2019 and to my husband Ryszard for being there always.<\/p>\n<\/blockquote>\n

This is a short excerpt from the opening of “” by Unknown, quoted for review and introduction purposes. All rights belong to the copyright holders.<\/em><\/p>\n

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