Appendix 1: Role-play scenario

1. Introduce the session positively by establishing why the coaching is occurring and ask Pat for input:

(1) Ask Pat to describe own performance, personal situation, obstacles to performance, feeling and job
satisfaction.

Role Play

Q1. Could you please describe your performance?

Pat: My performance achieved around 80% or more in each section.

Q2. Could you please describe your personal situation?

Pat: I worked in this company for 3 years as a senior salesperson.

Q3. Do you have any obstacles on your performance?

Pat: I am still green in this industry. I need to gain more experience.

Q4. What are your thoughts in the company?

Pat: Sometimes I feel lost and isolated, I don’t know how to perform better.

Q5. Do you get job satisfaction?

Pat: I’m satisfied with my overall performance but still can’t be 100% satisfied.

Q6. What’s your emotional intelligence weaknesses?

Pat: All I care about is the results and if some are offended along the way, so be it.

Q7. What’s your emotional intelligence strengths?

Pat: Being competitive, strategic, and forward-looking

Q8. What’s your goals in work?

Pat: achieve company’s goal.

Q9. How does company support you?

Pat: Training and reward program.

Q10. How do you support the peers?

Pat: I will share my experience with my peers. Moreover, help them to solve problems in work.
Q11. What’s your goals in team?

Pat: All team members could achieve their goals, company goal. We create a strong bonding thru good
communication and team spirit.

Q12. Could you lead the whole team to success?

Pat: I think I could do it.

Q13. How will you do?

Pat: I will support the entire team and help them with all I can.

Q.14 Do you find the gaps between the performance and expectation?

Pat: Yes.

Q15. How long will you fill the gaps between the performance and expectation?

Pat: 3-6 months

(2) Model emotional intelligence through empathy and listening skills.

Empathy: Empathy is the "capacity" to share and understand another’s "state of mind" or emotion. It’s
often characterized as the ability to “put oneself into another’s shoes”, or in some way experience the
outlook or emotions of another being within oneself. Empathy is a powerful communication skill that is
often misunderstood and underused. Initially, empathy was referred to as “bedside manner”; now,
however, authors and educators consider empathetic communication a teachable, learnable skill that
has tangible benefits for both clinician and patient Empathizing with someone - understanding their
point of view - doesn't mean you have to agree with their point of view. Pat should have empathy to
understand others.

Listening: One of the most effective tools for building emotional (and social) intelligence is learning to
listen. When you listen well, you pick up not only the content of what someone is saying of people who
might help you, itty bitty details but also the emotional tone behind the content. That is, while they’re
telling you about the logistical issues, they’re having pulling together a complicated technical report, you
might just notice the edge of anger or sadness or hopelessness in their voice and be able to take steps to
mitigate the emotion. So that Pat’ will understand their side.

2. Build Pat’s awareness of emotional intelligence weaknesses and strengths

(1) Review Pat’s strengths.

 Her strengths are her performance as she is confident in doing the task by herself.
  Ability to show kindness to her colleagues even though she doesn’t want to be with them.

(2) Review Pat’s weakness.

 She always works alone and doesn’t ask any assistance from her colleagues and she lack
socialization skills. She needs to learn how to interact with other people.

3. GROW model, establish Pat’s goals and performance gaps

From GROW Model, Pat’s goal is to encourage and be smooth with her peer. In order to achieve her
goal, she needs to identify her strengths and use it effectively. She needs to be confident, she need to
increase her awareness & her understanding of feelings and identify proficiency in managing
relationships and building networks, and an ability to find common ground and build rapport. Hallmarks
of social skills include effectiveness in leading change, persuasiveness, and expertise building and leading
teams.

4. Continuing GROW model, establish and discuss reasonable

1. Personal:

 Goal: Go along well between the team

 Reality: Some people starts to dislike her because of her personality
 Options: be friendly with others or keep the performance high and be a role model
 Wrap up: She need to interact/socialize with her team and have a conversation not relating to
work.

2. Professional

 Goal: Leader
 Reality: Pat had been looked up to as a model employee and an informal leader
 Options: new and old employees accept her as team leader with good attitude
 Wrap up: be sociable and show good leadership at the same time

3. Team goal

 Goal: Team bonding relationship

 Reality: most employees doesn’t include pat in their bonding
 Options: Build team bonding which including her to improve the target as a team.
 Wrap up: leadership inspiration and team building

5. Continuing GROW model, establish Pat’s willingness to perform (and increase EI) immeasurable and
observable way

Pat has to build social awareness by improving her listening skills and empathy she needs to build a
connection with her peers and start socializing with them instead of working alone and doing all the task
by herself.
Appendix 2: Coaching Planner (GROW model)

Coaching phase
Activities/questions

Summarize the reasons for the coaching session from your point of view:
- Pat need to build social relationship between her and her team as she is becoming
a leader
Introduction
- Pat need to be accepted by the team
Ask Pat for input, to describe own perspective:
- She has higher performance than other in the team
- She doesn’t know how to be in good relationship with other
Ask questions to establish Pat’s understanding of performance expectations,
Goal personal goals and aspirations:
- What do you think about leadership perspective?
- How you be acceptable from another team member?
Ask questions to establish understanding of:
the real gap between Pat’s performance and expectations/ performance goals:
- What you do think between your performance and team performance?
- Do you want team performance to be better?
Potential obstacles to achievement, such as Pat’s EI skills
Reality and personal/work situation:
- Relationship management such as empathy, Organizational awareness and service
orientation
- Social awareness such as inspirational leadership, developing others, influence,
building bond and Teamwork and collaboration.

Ask questions to help Pat generate options or opportunities to help achieve goals and
Options/ close performance gaps:
opportunities - Would it be better if overall team performance is high?
- Do you want to help the team?
Ask questions to establish Pat’s willingness to agree to concrete and time-bound
measures to improve performance:
Will - Do you want to see the team succeed?
- What do you feel when team has higher performance and you are one of part in
their success?
Appendix 3: Self reflection
Consider your own performance as a mentor and respond honestly to the following questions.
You were expected to provide opportunities for Pat to express thoughts and feelings. How did you do
that?

 Create an environment in a workplace where employees can come to you with an issue.

What could you have done better?

 Training on components of emotional intelligence such as self-awareness, self-control, social

skills and relationship management.

You were expected to assist pat to understand the effect of their behavior and emotions on others.
How did you do that?

 Promoting clear communication.

What could you have done better?

 Practicing social skills.

You were expected to encourage Pat to self-manage emotions. How did you do that?

 Understanding his emotional triggers.

 Showing empathy.
What could you have done better?

 Self-awareness
 Accepting own responsibility.

You were expected to encourage pat to develop emotional intelligence and build productive
relationships?

 Improve communication skills.

 Understand emotional triggers.

What could you have done better?

 Being optimistic
 Practicing social skills and relationship management.

You were expected to encourage a positive emotional climate in the workplace. How did you do that?
  Motivation
 Clear communication
 Feedback

What could you have done better?

 Being a good listener.

 Promoting empathy.

You were expected to use Pat’s strengths to get both Pat’s and the team’s performance back on track.
How did you do that?

 Understand one’s strength and weaknesses.

 Practice emotional intelligence

What could you have done better?

 Training on interpersonal skills

 Clear mission and business objectives.