I wanted to get some clarification on views about identifying the goal for a coaching exercise. Is it ok for it to be the manager's goal for the DR, but not necessarily what the DR would have come up with themselves.
I have talked to several people about the MT coaching model recently, and some people expressed surprise at the idea that as part of coaching the manager would be identifying the area for the DR to improve on. Even to the point where they said "well, that's not really coaching then, that's just supervising"
These people seem to think it is better to use a conversational process to lead the DR to come up with the goals, hoping that they finish up thinking of what you originally thought of as the goal. My impression is that there model is more like what a "life coach" would use where the development is more about where the coached person wants to go, rather than the coach.
Obviously the ideal would be that you and your team member would have a good shared understanding of where they want to go, and where you want them to go, so that this issue would become mute. Obviously this is not always going to happen, and especially not with the people who need the coaching the most.
I am thinking of something like the classic high C team member, if you ask them there goals for development it might be further development of there technical skills, while there manager might have a very strong belief that its there people skills and output focus that really needs work.
My feeling is that the organisation will get the most value by having the DR coached on the most important area for development, which might not be the area they are the most interested in developing.
Any suggestions on how to negotiate this issue. Obviously the goals should be developed in consultation. But is it just best for the manager to start off by stating the goal they want for the DR and consulting from there?