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Millennials want to be coached at work

businessmen-helping-each-other_23-2147506717On February 27, an article by Karie Willyerd was published on the Harvard Business Review. She talks about how millennials in todays workforce long for their manager’s feedback on a more regular, more specifically, monthly basis.

They long to be engaged and inspired by being around great people who are authentic.

HERE’s the good read on how coaching can help bring your organization to the next level.


The 5 Coaching Conversations


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Typically, a meta-coach’s role is to facilitate the process of discovery and insight of a coachee through a conversation. As such, it is essential that a coaching contract first be laid out, to ensure that the direction of the conversation is what is needed and understood – both by the coach and the coachee.

Don’t get me wrong, in the process of the initial conversation, the coachee may discover deeper meanings of what they are looking for, and so, the conversation may take a different turn from time to time – which is most likely the case. By identifying the type of conversation the coachee is looking for, a coach will then be able to stay on top of things, using the right tools and methods that can efficiently help the coachee in the best possible way.

Here are 5 types of conversations that may possibly take place:

CLARITY Conversation

The coachee is unsure of whats happening around them right now and is so caught up with their daily activities that they seem to have lost their direction. They are looking to explore possibilities and fire up passion again through a journey of discovery to seek clarity of who they are or where they want to go.

The coach facilitates through Well-Formed Outcome questions or by using NLP’s Meta Model and Meta Questions.

DECISION Conversation

The coachee knows what has to be done, when, where and why. Still, a decision has not been made on taking action and moving forward. The coachee lacks commitment and accountability or has something holding them back from making that step.

The coach facilitates using the Axes of Change Model.

PLANNING Conversation

Can the coachee list down the steps / plan of action? Do they have a strategy that will bring them closer to their goals? If something fails or doesn’t work, do they have a strategy to counter that? This conversation sheds light on various aspects of the coachee’s tasking capabilities.

The coach facilitates using Well-Formed Outcome questions.


Stuck in a box? Unable to get creative? Feels like a dead end and theres nothing that can be done? The coachee requires stimulation that will help find resources to enable them to be empowered. Role playing, patterns and creative thoughts invoke the coachee to find various alternatives of moving ahead.

The coach facilitates using The Matrix Model and Self Actualization Quadrants.

CHANGE Conversation

Perhaps one of the most common conversations that is sought after by coachees. Be it performance, developmental or transformational, the coachee is seeking a change of state, environment or just simply doing things a little bit differently.

The coach facilitates using the Axes of Change Model or the Self Actualization Quadrants.


Wondering how you can conduct an effective coaching conversation?

Explore our signature program: Coaching at the Workplace or contact us at

Referenced from: L. Michael Hall, PhD

The Relationship between Meaning and Performance

by Roy Tan

Are you encountering challenges in retaining skilled talents? Do you find your workforce getting restless after 3-6months on the job?

Of the clients that I have met lately, 80-85% have shared signs that they are in dire need of talent retention and succession planning.

The new generation of workforce now joins an organization not only because of the benefits, but the main reason is being able to add and see more value through what they do. Because we are in the digital age, leaders now need to take on multiple roles in the organization; what not with the new Y-generation and millennials coming into the organization. Leaders now not only need to manage and anticipate strategic changes, but also play a coaching role to build a collective performing workforce – and this is where the power of meta coaching fits in.

Here is the Meaning-Performance Axes:

When people take on new roles or tasks, they begin with high desire, drive and enthusiasm, wanting to learn and know more. However, they most like are unable to perform, thus being high on the meaning and low in performance.


Now, after a certain period of time, they begin to develop the skills and competencies in their tasks and roles – where they have high meaning to what they do, and being able to perform at their peak. This is when they are at their best – having the drive, productiveness, accountability, motivation and self actualised.


However, being in the same role or task for too long a time, they begin to drop in drive and motivation – but still being able to perform – even with both eyes closed! Here, they become, what I like to call “zombies”. They struggle to get out of bed to go to work, get the job done, and procrastinate on potential improvement and growth activities.


So, what meta coaching does, is we help bridge the gap between meaning and performance – helping the person self actualize – to bring more meaning to what they do, or to bring more performance to their meaning.


This is a never ending cycle – because all humans need growth and development!

Would you like to know how we do it as meta coaches? =)

We must first win the inner game.

How? You can talk to me at

Signature program: THE ABC’S OF COACHING

Credit: Sources from Meta Coaching by L.Michael Hall (International Society of Neuro Semantics)