Coaching for Trust-Building


Q  Like others in my department, I feel powerless in my company. My boss wants to make all the decisions, leaving us with only mundane things to do. We want to understand why he behaves this way and what we can do to change his mindset on managing our department. What advice can you offer us?

A Probably the single most important factor for his autocratic style is his level of trust on you and others. Till he believes in your competence and ability to read his mind to make similar types of decision, it may be difficult for him to give up his control.

While he definitely has to change this mindset for the long-term benefit of everyone, you also need to ask yourself “What can you do to earn his trust and respect?”

When you make this effort, focus on how you can help to allay his fears when he gives up some of his roles and decision-making powers.


  • What are your current performance behaviours that make him lose some confidence in you and others?
  • How confident are you in making decision?
  • How can you find out what his expectations are?
  • What can you do to win his trust?


Q  I am a corporate executive and hold a senior position in my organisation. I am hoping to be a business coach as my post-retirement career. With a wealth of experience that I have gained over the last 30 years, this should help me become a good and successful business coach. What areas of business coaching can I consider seriously?

A  Planning your next career by leveraging on your wealth of experience is indeed a good strategic move.

Additionally, although it is not “formally” claimed, a coach with a “senior” age has lots more advantages and credibility than someone younger.

There are many areas of business coaching you can look at. Some of them are: helping clients in improving business performance; setting winning strategic direction; gaining market share; improving organisational efficiency; setting strong customer service delivery system, etc.


  • What are your best business competencies?
  • Which are the areas of business that you are most passionate about?
  • Who and where are your target markets?
  • What kind of business needs will impact the company’s bottom line?


Q  I am still trying to get over the complaints about my communication skills. I get frequent complaints from my subordinates that they are not aware of many things they should know about the department and company.  I thought I have been communicating well on this and am puzzled why they are still complaining about it.

A If you are a “once-in-a-while” type of communicator where you provide information either when you remember to do so, and/or provide it based on what you consider is important to them, then you need to check this out thoroughly. In essence, communication is not an easy task; it is a day-to-day role and the faster and more challenging the work environment you are in, the more you need to be a better communicator. Good communicators are usually people with high empathy skills; they are mindful of what information is needed to be given and the repercussions if they should overlook it.


  • To what extent are you considered a strong link between the organisation and the people who work for you?
  •  What are your current communication behaviours?
  •  How can you know whether your people feel included?
  •  Does their work performance reflect that they are well-informed?


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