Questions and Answers of Coaching Supervision A Practical Guide For Supervisees

10. What is one exercise you have experienced and could include in a workshop that would be likely to generate insights?
9. What is the value of having well-spaced, shorter learning experiences?
8. What is the role of reflection?
7. Why is using new learning in the workplace so important?
6. How can you promote/provide emotional and social learning?
5. What is the contribution of prep activities ahead of workshops?
4. Why is visual stimulus so important?
3. What is the importance of using a variety of stimuli?
2. Why is it useful for leadership learning?
1. What is blended learning?
6. No longer a struggle between my ego (what I want for myself) and the greater good
5. I listen and take note of my inner self through bringing personal conscience, virtues and self-determination values to full consciousness
4. I listen to my conscience, values and ethics, and separate it from what I want to do for myself
3. Through being actively empathetic I let people know I understand how they are feeling and the cause of their perspective
2. An understanding of my own self-awareness, especially what triggers things to go wrong
1. Have a logical/analytical understanding of what Awareness is
5. You have been asked to describe your purpose in Chapters 17 and 19. Check your purpose against the criteria in this chapter. Does your purpose remain the same or would you like to amend it? If so,
4. How do the core values you have chosen connect to each of the Transpersonal Qualities?
3. What are the personal core values you would include in your touchstone? Use Figure 20.2 to build your own touchstone.
2. What are the Transpersonal Qualities we include in our Core Values Touchstone that most resonate with you?
1. What is the value of a Core Values Touchstone?
8. What is the first step you are committing to take to build the transpersonal characteristics covered in this chapter?
7. What, if anything, are the steps required to get each to a higher level?
6. How would you rate yourself out of 10 (where 10 is the highest score) for the following:a. inspiring through role modellingb. influencing through win/win thinkingc. igniting others through
5. Do you have a reflective practice? If not how can you get started on this?
4. What are your key motivators and how do you ensure they are satisfied?
3. Have you got a set of transpersonal beliefs that underpin your leadership? If not a coach can help you with this.
2. What is your purpose and the difference you want to make through your leadership?
1. What sort of attentional practice do you have or would be appropriate for you? How can you get started if you haven't already done so?
4. What do you think the remedies are to the issues identified in point 2 above?
3. Are any issues regarding gender, race, ethnicity, disability, age, sexual orientation left unaddressed?
2. Which of the four perspectives are most evident in your organisation?
1. Reflect on your own unconscious biases towards diversity issues. What are the key ones and how might you unlearn them?
9. Complete the questionnaire (Table 17.4) following the instructions provided in the top right hand box of the questionnaire. Then follow the instructions provided after Table 17.4 to understand
8. Are you willing to blow the whistle if ethical behaviour is not observed?
7. What are your core values and why?
6. Which self-determination values are your particular strengths and which do you struggle with?
5. What is your purpose?
4. Which virtues do you struggle with and why?
3. Which of the listed virtues are part of who you are?
2. How about beliefs that may prejudice your path towards becoming a Transpersonal Leader?
1. Can you describe your core beliefs?
6. How did you feel when you discovered your prime ethical philosophy? Why? What, if anything would you like to change?
5. How do you normally get insights and how does your work environment impact the frequency of them?
4. Think of a situation where you used all five processes to reach your final judgement. How did you convince other people in the decision- making process?
3. What do you think is your most common unconscious bias?
2. How does unconscious bias affect your decision-making? Give an example where it caused you to make an incorrect decision.
1. What are the five decision-making processes and which one do you use most in your work? Does that need to change?
7. What should the order of stakeholder in your organisation be?
6. Who are the stakeholders in your organisation and what is their order of priority - and what is the justification for this order?
5. Can you think of a decision you have made where you got the balance right between you and the organisation?
4. Think of an example when you put yourself before your organisation and why- and vice versa.
3. What steps can you take to manage your ego more effectively?
2. What can you do to understand the impact your ego is having on your decision-making?
1. What is your understanding of what ego means in the context of Transpersonal Leadership?
8. What can you say about neurons in the gut and heart?
7. What is the latest thinking on how the claustrum connects to the cortex?
6. What did Rodolfo Llinas and his colleagues conclude?
5. Explain synchronous neural oscillations.
4. What are the four suggested types of consciousness?
2. How do you feel spiritual intelligence connects to consciousness? How do you think this chapter might help you increase your level of consciousness? If you want to check how much of the relevant
1. What does consciousness mean for you personally?
7. What broad areas are covered under Personal Conscience?
6. Why is Self Determination so important for excellent leadership?
5. Which are the Competencies connected to spiritual intelligence?
4. Which is considered a "threshold competency" and why?
3. What are the Eight Integrated Competences?
2. How would you describe how the three intelligences used in 8ICOL link together?
1. Why is 8ICOL a useful tool for the development of Transpersonal Leaders?
5. This will provide a matrix of your competence in each leadership style versus the importance of each style for your role. From that you can accurately identify those few micro behaviours that will
4. Preferably the assessment should also:a. measure the difference between observed and desired behavioursb. be contextual to your role rather than being related to a global norm that may be from a
v. provides a detailed feedback session from an accredited facilitator that results in an action plan.
iv. includes verbatim statements from each rater about what they would like you to keep doing, do more of, do less of and start doing.
iii. asks questions about detailed emotional intelligence (EI) behaviours, rather than business skills or competencies
ii. is confidential to you and anonymous for the raters
i. allows you to organise rater groups from your line manager(s), peers, direct reports and, preferably, others
3. The problem with a self-assessment is it does not show up your hidden strengths or blind spots, so we always recommend carrying out a 360 assessment where possible. Of course, we recommend you use
2. If you did not do it at the end of Chapter 7 download and complete the LeaderShaper app available from Apple Store or Google Play - just search for "LeaderShaper". This will allow you to do a FREE
1. Go back to the "Questions and actions for personal development" section of Chapter 8 and review the exercise you completed in Table 7.2. Make a note of the granular behaviours where you scored
7. What would you need to do to get to the Ideal?
6. How does the Actual culture in your organisation differ from the Ideal?
5. Describe the four parameters of culture.
4. How do leaders improve performance through culture?
3. What is culture and what is the connection and differences with climate?
2. Think of a leader that is new in their post. What has s/he done to set a new climate so far?a. What has been the initial response by the people around them?b. What was s/he seeking to achieve? Was
1. How would you define "climate"?
4. Continue this process until it starts to become natural - and then just use the Coaching style as an important part of your leadership style portfolio.
3. Complete two or three triad sessions over a couple of weeks and then start practising with your direct reports but remembering to explain what you are doing in advance. Ask for feedback on how it
2. At the end of each coaching session, first the coach says how they think they did, then the coachee describes how it was for them and the value derived, and finally the observer gives their view,
1. Practise coaching, ideally in a triad where all three are learning the Coaching style. Take turns to coach each other on a real issue, with one person being an observer.
4. What are the six essentials of coaching you need to learn to become effective?
3. What is the single most important act that enables people to reach their own solutions?
2. When is it useful to use the Coaching style of leadership?
1. Describe the Coaching style of leadership.
2. Let's see how you rate yourself on the two most important styles (Visionary and Coaching) and which granular behaviours you could work on to improve those styles. Take the form you have completed
1. What are the six styles of leadership, and: - - - - - Which is your natural default style? What do you notice about the impact it has on others? Which do you use most often? Why? Which do you use
4. Complete the questionnaire in Table 7.2 (see overleaf) and then add the sub-totals and totals in preparation for Chapter 8, where you will receive the code to unlock the meaning of your answers.
3. Download and complete the LeaderShaper app available from Apple Store or Google Play - just search for "LeaderShaper". This will allow you to do a FREE self-assessment of your emotional
2. From Table. 7.1 identify the three El Capabilities that you believe are your greatest strengths and the three you most need to develop. Note and keep your answers for discussion in Chapter 8.
1. What is emotional intelligence?

Showing 1 - 100 of 549