This is quite different from advising – an adviser often tells the other person what to do, or how to think – either directly or by recommendation.
Here are some of the ways you can use Promana as a coaching or facilitation aid both at a personal and an organisational level:
- Solving executive problems
- Aiding career decisions
- Action strategies & tactics
- “De-hiring”. outplacement or step-down
- On promotion or appointment
- Reducing & managing stress
- Delegating, & managing time
- Personal & team development
- Management styles
Promana is useful for both personal and management coaching.
Personal coaching approach
In personal coaching you could have a series of interactions with a client, and centre each session on one of the assessments. To use this method, have a client complete a selection of assessments at the same time to capture his or her frame of mind at that particular moment and with a consistent situational context in mind.
This approach will potentially take you through eight or more sessions. You then work with your client, uncovering needs or possibly changes from the earlier session(s) if their journey with you has been over some time. Your conversations can focus on what to do next, developing and actioning a longer term plan.
After a period of six weeks to six months, have your client complete the questionnaires again, and review progress by comparing the differences in responses.
Organisational approach
Corporate - specifically, management - coaching is directed at management needs, not personal needs. In this approach you usually work with two or more assessments at one time – a manager and a team member, or two or more peers for example. The manager may then understand what they might do to influence or change a situation or conditions to improve results.
Group facilitation is an extension of management coaching. The same process of comparing two or more assessments can be used, but everyone involved takes an active part with all present at the same time and place. You act as the group’s facilitator.
The maximum benefit from these activities comes from working through one profile at a time, then relating them to each other. But you may not always have the opportunity to do so, especially when your work is secondary to some other purpose. For example, you may often facilitate or coach during selection to help an applicant adjust and adapt to changed demands of a new role and a new environment, but your first concern must be selection. In that case, you could follow up with a more personal coaching offering, at a separate time.