3LINES considers coaching to be development measures in which individuals or small groups (max. 3 persons) work on developing and implementing highly personalised goals and associated skills.
Coaching is used whenever encouraging and supporting the individual, rather than a group, is deemed to offer greater added value. This may be due to the person’s position, the importance of the issues, the highly specific/individual objectives, or other personality or function-related reasons.
Coaching means an equitable, partnership-like co-operation between coachee and coach. A 3LINES coach focuses on helping the coachee regain access to his/her resources following a problem situation, add solution-related resources, achieve his/her goal, and be successful.
The 3LINES demonstrates that, if necessary, it is worthwhile and in the company’s interests to establish a link between pure coaching and approaches from the consulting and training.
Through positive confrontation, we work with the coachee to reflect on the consequences and impacts of his/her implementation on him/her and the company. In doing so, he/she becomes aware of all the reciprocal effects of his/her actions, and is thus able to take extensive responsibility for is/her planned actions and the implementation thereof.
Passive telephone coaching is a special feature of the 3LINES coaching. It enables the coachee to overcome any insecurities which arise during implementation – between the coaching units and for up to two years after the coaching has ended. The goal-achievement criteria jointly established at the start of the process makes the success of the coaching measurable and assessable for all parties.
Our coaching approach is based on various factors, such as the system theory, the solution-oriented approach, models from differential psychology, positive confrontation, selected NLP ideas, and beneficial findings from behavioural therapy.
3LINES coaches are aware of their skills, and don’t experiment at the coachee’s expense. They know and indicate the boundaries with psychotherapy early on, and never transgress these.
The 3LINES coaching process generally consists of 7 stages.
- Building trust
- Setting goals
- Developing strategies for achieving goals
- Activating and/or adding resources
- Assessing consequences and effects
- Initiating action and implementation
- Being there (helping with implementation through passive telephone coaching)
This means flexibly taking into account the individual needs and situations of the coachees/clients.
At the same time, this process also helps with the coachee’s ongoing development.
The appropriate number of coaching units is defined by the objectives, and discussed amongst all parties.
What are the SKILLS of a 3LINES coach?
- are excellent listeners and even better questioners.
- always remain objective observers.
- do not coach beyond the limits of their knowledge or experience.
- do not make recommendations if the coachee can do this for themselves.
- give others a platform, and don’t look for their own.
- view each situation from all sides.
- don’t get caught up in the problems of others.
- are curious as a way of expression serious interest.
- separate humans from objects, and take into account inseparability.
- do not take on jobs without specific objectives.
- do not conduct any semi-professional psychoanalyses.
- find solutions which help all parties.
- don’t judge anyone for what they think, do or say.
Management coaching means the situational and individual examination of one’s own behaviour when in a managerial role.
The objectives often differ greatly here.
It is often about developing assertiveness without using structural power, resolving interface conflicts and preventing them from reoccurring, making decisions, mustering the necessary courage to communicate and implement, increasing the quality of one’s own delegation skills, reflecting on the effects of one’s own behaviour and fulfilment of the particular role-model function, or preparing to take on additional responsibilities or delegating these.
Depending on the initial situation, we may use a 360° analysis or fully/half-structured interviews beforehand to determine the coachee’s actual situation in terms of abilities to fulfil his/her management responsibilities.
If this happens, the concrete learning and implementation target will be defined based on this established actual condition.
We apply the same form of analysis to define the degree of goal achievement after the coaching.
Conflict coaching almost always focuses on harmonisation, planned escalation, or raising awareness of a current or expected dispute.
If appropriate, we involve the various conflict parties.
The aim is to quickly resolve existing conflicts, and to develop the coachee’s ability to prevent such conflicts in the medium-term.
We consider sales coaching to be the targeted development of helpful attitudes, behaviours and skills to fulfil sales responsibilities.
This often includes developing and implementing personal acquisition strategies, conducting needs-oriented talks with (potential) customers, learning additional negotiation techniques to better enforce pricing strategies, handling failure and the resulting negative emotions, and conducting oneself as an individual.
At 3LINES, potential coaching means assisting, further developing, and permanently integrating a high-potential into a higher level of responsibility at the company.
The focus is on raising awareness and utilising the coachee’s potential. This means appropriately overcoming internal and external resistance impeding benefit, while simultaneously boosting the coachee’s integrity.
This type of coaching is being more and more common, as conventional support structures are not always able to cater to the coachee’s personal development needs and speed.
It allows the company to use high-potentials early on, and retain them for the long-term.
For 3LINES, stress coaching means generating attitudes which permanently reduce general or individual stress.
In doing so, we combine well known coaching tools with the latest findings from stress research. We have developed specific tools which enable the coachee to identify his/her stress-causing thought habits, and not only counteract them, but also replace them with stress-reducing ones.
The coaching reaches its limits when clear burn-out symptoms are present.
Unlike the previous examples, team coachings are about the interactions between individual behaviours within a group.
Individual team members are often unaware of their impact, both positively and negatively. Complaints are often made about negative behaviours in dealings with team members, which are deemed to be the cause of the team coaching, but which are frequently not the actual reason.
That’s why a 3LINES team coaching is preceded by an analysis to ensure the coaching is based on the causes, not the symptoms.
If the causes have been analysed, and it has been ascertained that these indeed lie with the team members, didactics and coaching content are established for the team-based concrete learning and implementation targets.
Only once the team is prepared to take responsibility for achieving these targets can the team coaching commence.