tive list:
•
Survey: To gauge the climate of the organization or assess the impact of
a strategy or change initiative
•
360-degree feedback survey:
To assess the coachee, from the perspec-
tive of superiors, reports, peers, and even customers.
•
Interviewing: Similar to
360-feedback, except that the coach will
spend time personally with superiors, reports, colleagues, and so on,
discussing the coachee and his or her challenges confidentially.
• Internal source: With permission, the coach works closely with one or
two key stakeholders who know the coachee very well.
• Shadowing: The coach follows the coachee through daily assignments,
in team settings, during key meetings, and so on, observing how the
coachee works, how that impacts others, the dynamics involved, the in-
formation exchanged, the power relationships, and so on. Shadowing is
similar to the participant-observation techniques of anthropology.
• Monitoring output: This is used when tasks and deliverables are good
gauges of the coachee’s current performance and progress.
• Past performance: To understand a coachee’s current situation, a coach
sometimes needs look no further than the past. Behaviors, attitudes,
values, and approaches are difficult to change. What may have been a
benefit at one level can be a liability in another context. With access to
information about past performance, the coach can intuit a good deal
of quality information about current challenges.
•
Outside influences: In some cases, what is going on in the coachee’s per-
sonal or family life may have a drastic impact on performance. If the
coach has no knowledge of such personal issues, coaching can be di-
rected at entirely wrong areas.
It’s understandable that the coachee will need to define a comfort zone
when it comes to information gathering. In establishing the ground
rules,
the coach informs the coachee about preferred approaches, but permission
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