Nó tương tự như huấn luyện bên ngoài truyền thống hơn trong một số cách, nhưng có những khác biệt quan trọng. Nó cung cấp giá trị quan trọng đối với người sử dụng lao động và khách hàng, và là một dịch vụ bổ sung tích cực, cùng với huấn luyện bên ngoài, trong môi trường đầy đủ dịch vụ nguồn nhân lực. | 84 Executive Coaching What is the client s responsibility to them What should the nature and frequency of the feedback to them be Who should do it The answer to these questions varies depending on the client s level in the organization and on the client s relationships with you and the boss. There are no solid rules about this but there are some good rules of thumb. The organization has a vested interest in hearing the client s progress directly from the client. At the very least the client will want to give periodic updates to you and to the boss on how the coaching is proceeding. You and the boss will want to know if the relationship is working well if each of you should be doing something to help it along and if your observations could be helpful. It would be a good idea for the client to obtain a sense of your expectations concerning how often and in what modality you and the boss would like to be updated voice face-to-face or email . If things aren t going well then of course the client should speak up. It is generally better for the client to keep the boss and the HR person up-to-date rather than having the coach do it all. The coach s opinions are valued of course but what you really want to see is progress and growth in the client In any case it is best if the coach does not do all that work alone. There may also be some differences in the extent to which clients communicate their progress to you depending on their level in the organization. Clients at more senior levels are less likely to keep you and their boss up-to-date. They also may request that the coach keep conversations with others to a minimum. Although this may be more comfortable for the senior-level client it doesn t necessarily serve the client s best interests. Clients at middle or first-level manager levels typically have less ability to operate with this kind of independence. Coachable Moments Some of the most valuable learning experiences come from coachable moments. These are the .
