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Compact Coaching Program

2 * 90 minutes coaching sessions

Benefits:

  • Clarify a key bottleneck
  • Define feasible goals to achieve within 3 months
  • Create an implementation plan

RMB 5,880

plus applicable taxes

Standard Coaching Program

6 * 90 minutes coaching sessions

Benefits:

  • Clarify a key bottleneck
  • Define feasible goals to achieve within 3 months
  • Create an implementation plan
  • Achieve 1 primary goal

RMB 24,120

plus applicable taxes

Premium Coaching Program

12 * 90 minutes coaching sessions

Benefits:

  • Clarify a key bottleneck
  • Define feasible goals to achieve within 6 months
  • Create an implementation plan
  • Achieve 2 primary goal

RMB 46,440

plus applicable taxes

All programs include:
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  • 3 Coach Matches
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Blog

如何把握Coaching的时机
  • #Chinese
  • #Coaching
  • #Timing
  • #Trust
  • #Coaching Situations

Blog

The Global Employee Engagement Crisis
  • #Engagement
  • #Retention
  • #Crisis
  • #Measurement
  • #Employees
  • #HR
  • #Podcast
  • #Culture

Success Story

Accelerating On-Boarding
  • #Success Story
  • #On-board
  • #Manager
  • #Supply Chain
  • #Goals
  • #Strategic
  • #Relationships
  • #KPI

Thank You

We will call you on during working hours as soon as possible.

In the mean time why not take a look at our free resources?

Blog

如何把握Coaching的时机
  • #Chinese
  • #Coaching
  • #Timing
  • #Trust
  • #Coaching Situations

Blog

The Global Employee Engagement Crisis
  • #Engagement
  • #Retention
  • #Crisis
  • #Measurement
  • #Employees
  • #HR
  • #Podcast
  • #Culture

Success Story

Accelerating On-Boarding
  • #Success Story
  • #On-board
  • #Manager
  • #Supply Chain
  • #Goals
  • #Strategic
  • #Relationships
  • #KPI

Thanks

We will contact your learning and development responsible as soon as possible.

We should have you and your collegues up and running in 2 to 3 weeks.

For now, why not take a look at some of our free resources?

Blog

如何把握Coaching的时机
  • #Chinese
  • #Coaching
  • #Timing
  • #Trust
  • #Coaching Situations

Blog

The Global Employee Engagement Crisis
  • #Engagement
  • #Retention
  • #Crisis
  • #Measurement
  • #Employees
  • #HR
  • #Podcast
  • #Culture

Success Story

Accelerating On-Boarding
  • #Success Story
  • #On-board
  • #Manager
  • #Supply Chain
  • #Goals
  • #Strategic
  • #Relationships
  • #KPI

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TOOLS

By Rob Abbanat

COMMON BEHAVIORS LIBRARY

Common (negative) behaviors which prevent leaders from achieving their full potential

Spring 2020

Behavior
Tags

Does not give his team coaching; communication is very taskdriven.

Task/results-driven

Has done great work in China, but does not promote his ideas to his international colleagues (outside of China).

Influencing others, Global Presence

Focuses too much on achieving results directly, rather than training and enabling the team to achieve results.

Task/results-driven

Too focused on tasks, projects and results rather than focusing on the people who work for him.

Task/results-driven

Focuses too much on results, rather than building collaborative relationships within the organization (which would enable him to achieve greater results).

Task/results-driven

Micromanages her team too much, rather than empowering them and then giving them the direction they need to get the job done.

Delegating

Gives orders rather than getting buy-in

Motivating and influencing

Not aggressively following up on leads (for example, frequently not calling back within 24 hours)

Sales, Time management

Does not look at things from the customers’ perspective.

Sales, Empathy

Does not prioritize leads, and thus is too busy all the time. Appears stressed out, doesn’t have the bandwidth to address some (important) tasks.

Sales, Time management

Does not prioritize which customers are most important, thus spends too much time with low-value customers.

Sales, Time management

Approaches individual sales people and tells them what to do, bypassing their manager.

Sales, Leadership, Delegating, Motivating

Selling with “ego” rather than “empathy”, not listening and empathizing.

Sales, empathy

Does not show empathy to others in the organization, not able to connect with them deeper to build stronger relationship

Relationships, empathy

Does not have the habit to keep informed about world events, thus is not able to make strategic decisions based on analysis of where the market(s) are going.

Global presence

Unable to accept constructive criticism; takes conflicting opinions personally, without trying to understand why someone may have a different opinion.

Insecurity

Lacks full transparency when dealing with other stakeholders in the organization.

Insecurity

Often tries to show only the good news (to his line manager), while simultaneously hiding the negatives.

Insecurity

Always seeks the spotlight, tries to be the “hero”, wants to be in every conversation.

Ego

Does not communicate and/or collaborate with other business functions.

Communication, Relationship building

Does not freely share information with the team or communicate with team members (who need to know).

Communication

She is not very fluid or expressive. She is too serious with her team, doesn’t show ability to be relaxed with them.

Relationship building

Does not show conviction, assertiveness or push-back when communicating with the US team. Pays too much attention to hierarchy.

Manage cross-culturally, Influence others

Does not think strategically about how to develop the business. Does not look forward, but frequently looks backward.

Strategic thinking/planning

Sometimes she is too cautious, needs 100% assurance that something can be done. She needs to be more comfortable with risk.

Leadership, Risk-taking

Should spend more time in the best-of-class factories to learn best practices to bring back to her factory.

Strategic thinking/planning

Does not know when to lead and when to follow in the context of the relationship with her boss.

Managing up

Does not take the audiences’ needs into consideration when presenting to senior leaders; always jumps to internal perspectives rather than measured, thoughtful treatment.

Managing up, Global presence

Has tendency to get very emotional; Can be a “drama queen.”

Leadership, Global presence

Not sensitive to readers’ impressions with written communication. Will often use short, terse sentences that convey an impatient or unfriendly attitude.

Written communication, Global presence

Always looks at the numbers without understanding the underlying business issues. Thus always looking back rather than forward.

Strategic thinking/planning

Too cautious, often takes a "let's wait and see" approach.

Leadership, Risk-taking

Does not follow-up or provide enough clarity to his subordinates.

Leadership, Delegation, Motivating

Has the competency to analyze people but does is afraid to deliver tough messages or have difficult conversations.

Leadership, Delegation, Motivating

Always avoids others. Avoids difficult conversations and difficult situations. Passes difficult situations to other people to deal with.

Leadership, Delegation, Motivating

Forces people to work in “his way” rather than letting them use their own way.

Leadership, Delegation, Motivating

Waits too long before initiating change. Will only implement change when pushed by his boss.

Leadership, Motivating

Shows favoritism with some employees over others. For example, by extending more L&D opportunities to his favorites.

Leadership, Emotional intelligence

Says “yes” to everyone. Is not able to say “no” when asked to do something, thus is always overwhelmed.

Leadership, Time management

Always seeks to be heard, rather than first listening and understanding. Usually does most of the talking.

Emotional intelligence, Ego

Focuses too much on details, often loses sight of the big picture.

Strategic thinking/planning