Creating Strategy A Practical Guide 1st Edition Michael Bernard - Solutions

Discover the ultimate resource for "Creating Strategy: A Practical Guide 1st Edition" by Michael Bernard with our comprehensive solutions manual. Access online answers key and solutions PDF to enhance your understanding of strategic concepts. Dive into solved problems and explore step-by-step answers for each chapter. Our test bank and instructor manual provide a robust foundation for mastering the textbook content. Whether you're looking for chapter solutions, questions and answers, or a free download, our expertly curated materials make learning seamless and effective. Unlock the full potential of your strategic studies today!

What else do you have to say about that?
What are you not saying?
What are you not facing?
Is there anything that needs to be said that has not been said?
What question would you like me to ask you?
What is it that you are denying yourself right now?
What is missing here?
What are you getting out of this situation?
What if there were no limits?
What do you really want?
What other choices do you have?
What decision would you make from a position of abundance?
What would you do differently?
What’s working for you?
What’s the right action?
What would it look like?
What’s the ideal outcome?
What do you expect to have happen?
How do you best re-energize?
What would it take to treat yourself like your best client?
What’s important about that?
What’s the first step?
What benefit/pay-off is there in the present situation?
What do you hope to accomplish by doing that?
What is the impact of not doing that?
What is the impact of doing that?
What do you like to do?
What would make the biggest difference here?
What are you afraid of?
What’s stopping you?
What has to happen for you to feel successful?
What are you building towards?
What is ahead?
What is beyond this problem?
What are you attached to?
What is this costing you?
What’s the ideal?
What is the dream?
What do you want?
Did they consider the scheme to be value for money?
What changes would they make to the process?
What worked, what didn’t?
How did coaching compare with other management interventions?
What difference had coaching made to their individual and department objectives?
What were the changes in behaviour (particularly in relation to the management competencies) and what evidence did they have/had they seen?
How had that contributed to business objectives?
To what extent were goals achieved?
Our final exercise is a competency assessment which you are recommended to complete in respect of your own skills and then debrief with your practice partner, through coaching each other as you have done during the exercises in the previous chapters. Use the forms to identify what you would like to
From now on, if you are not already doing so, talk to as many people as possible about your interest in coaching – friends, family or strangers.Find out what they think and which descriptions work best with people.
Then make up a two-minute piece that you would deliver to an HR executive if you met one at a networking meeting. Do some reciprocal practice with your partner until you are both confident.
If your interest is in corporate coaching, do this exercise as if you are an HR executive or line manager interested in bringing coaching into your organization. What will you look for in the coaches? What else will you need to know?
Deliver your two-minute piece to each other, give each other feedback, and work on your talk until you feel entirely comfortable in delivering it.
Now each make up a two-minute piece introducing what you do as a coach, based on the answers to the questions above.
Working with your partner, pretend to be a potential coachee who wants to find out more about coaching. What sort of things would you want to know? Write these down, then swap over.
Reread the guidelines for feedback in Chapter 2 and give each other coaching feedback.
Write the actions down and complete them before next session.
Take a complex goal set in your previous practice session and facilitate your partner in creating a strategic plan, as described in Chapter 4, and setting a few actions. Then swap over.
Arrange a session with your partner, by phone or face to face.
Reread Chapter 4.
Give each other feedback.
Write your goals down.
Remember to use questioning, clarifying, reflecting and permission.
Work through a goal-setting session using the GROW model, and set at least one goal which complies with the EXACT criteria.
Spend five minutes debriefing with your partner on the Values Questionnaire by asking some or all of the following questions. You can ask other open questions if they seem appropriate. Let your partner do most of the talking and reflect your partner’s words back as well as asking questions. Make
Set up a situation with your practice partner where you will be uninterrupted for an hour.
Before coming to your practice session, ensure that you have completed the Values Questionnaire from Chapter 8 (page 120).
Fill in the values questionnaire in Chapter 8 (page 120).
End the practice session by giving each other feedback.
At the end, ask each other these questions:– What did you learn about yourself?– What new insights did you obtain?– What do you know now about your issue that you did not know before?– What action would you like to take about the issue?– When, where, how?Each write down as many actions as
Start by asking what your partner wants to achieve out of this session, then work through the GROW model for 10 minutes, using awareness questions, permission, clarifying and reflecting.
Set up some time when you can practise with your partner for half an hour each.
Write the actions down. And do them!
Ask your partner to give you feedback on the whole practice session according to the guidelines given earlier in this chapter, and then swap over.
Finally, do some coaching. Ask your partner six open questions about his or her issue. You can intersperse some clarifying and reflecting where it seems appropriate – use your intuition! After the six open questions, ask one or more closed questions to tie your partner down to action.
Afterwards, both make a note of what you noticed during this experience by asking these questions:– What did you learn about yourself?– What do you know now about your issue that you did not know before?– Is there an action or actions you would like to take about the issue?– When?
Restrict yourself to listening, clarifying and reflecting. Do not ask questions. Then, have your partner do the same to you.
Now ask your partner to talk about something he or she wants to achieve, as you did at the end of Chapter
Try asking three questions starting ‘Why’, then get your partner to do the same for you. Afterwards, ask each other how it felt to be asked ‘Why’.
Afterwards, ask each other to describe how it felt to be asked the various questions.
Practise with your partner asking alternate open and closed questions.Then ask your partner to do the same for you.
When?
Is there any action you would like to take?
What do you know now about your issue that you did not know before?
What were the disadvantages?
What were the advantages of being listened to?
What new insights did you obtain?
What did you learn about yourself?
Do you have a comprehensive communication plan for your strategy?
Will it ever be executed?
How will your strategy receive approval?
When and how will strategy reviews take place?
Do you know how you will monitor progress?
Do you have sufficiently ambitious milestones?
Does it make clear how measurements are defined?
Is your management system defined?
Can you manage the distribution, approval, version control and revision processes?
Does the appendix contain the information needed to understand the main body?
Have you eliminated jargon and unexplained acronyms?
Are you telling a story, or have you got a lot of disconnected pages?
Is the style consistent?

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Creating Strategy A Practical Guide 1st Edition Michael Bernard - Solutions

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