「嘿，David，你好。今天你想探討甚麼對你來講是最有用的？」

　　「團隊中有一、兩個隊員認為公司不夠重視他們。幾個年輕人經常聚在一起埋怨、投訴，在團隊中產生不良影響，造成管理上的困難。非常頭痛。」

　　「那你想要甚麼呢？」范教練問。

　　「發揮他們最大的潛能，同時減少他們對團隊的負面影響。」

　　「你希望用今天的時間來探討如何發揮他們的最大潛能，是嗎？」

　　「是的。」

　　「一分到十分，十分代表他們完完全全發揮他們的潛能。你會給現在打幾分？」

　　「四分。我希望他們能至少達到八分。」David憧憬著未來。

　　「你怎麼知道他們已經達到八分？」

　　「我會看到他們工作時充滿幹勁、熱忱。遇到問題會自己想方法解決，會請教師兄師姐。我會聽到他們多發問。他們警覺性高，靈活應變，心情愉快，正面積極。像不倒翁，有打不死的拼搏精神。」

　　「那你能做些甚麼？」

　　「我可以清楚闡明公司對他們工作的角色、職責與職權的要求，讓他們清楚自己該做甚麼，以及公司的標準。然後多觀察他們。一旦留意到他們表現積極、認真，就加以表揚嘉許。

　　對他們的工作既然有要求，我也要注意是否為他們提供了能讓他們準確有效工作的工具、器材、知識、技能。我們有義務為他們提供所需的培訓。否則，他們會浪費時間，或在黑暗中摸索。

　　每個人的資質、能力都不同。我也可以通過觀察，找出他們每個人的長處，然後想方法創造機會給他們發揮自己的優點。因才而用。」

　　“Hi David, how are you?  What would you want to explore today that would make the best use of our time together?

　　“A couple of my team members are under the impression that the company do not think much of them.  The youngsters would blame and complain whenever they get together.  This is creating a negative impact on the team.  Managing them is quite a big headache for me now.”

 　　“I see, what do you want then?”, asked Coach Michael.

　　“I want them to realise their full potential, and to reduce the negative impact on the team.”

　　“You wish to use today’s coaching session to explore ways to support your team to realise their full potential?”

　　“That’s right.”

　　“On a scale of 1 to 10, with 10 being realizing their potential fully and completely, how would you rate it now?”

　　“Four.  I want them to be at least at an eight.” avid is visualizing the future.

　　“I am curious, how would you know that you have achieved an 8?”

　　“Oh, they would be full of energy and passion at work!  They would work out solutions by themselves when they run into problems.  Or they would ask their seniors for advice on how to resolve them.  I would hear them asking a lot more questions at the workplace.  They would be alert, flexible, happy and positive.  Having a can-do attitude.  Never say die!”

　　“And what can you do to bring that out in them?”

　　“I can clarify their roles, accountability and authority.  So that they will know exactly what to do, and the standard that is expected of them.  I can observe them more.  If I notice any good performance, I can praise and appreciate their efforts.

　　Since we expect a high performance from them, I will need to make sure they have the right tools, equipment, knowledge and skills to do the job accurately and effectively.  We are obligated to provide the necessary training.  Otherwise, they would be groping about in the dark, wasting valuable time.

　　Everyone’s talents and capabilities are different.  I can also observe each and every single one of my key members, so that I will know their strengths and weaknesses.  And my job is to think of constructive ways to create opportunities for them to realize their full potential.  Different strokes for different folks.”