With curiosity comes learning. The importance of being curious and open to what you don't know. Don't just ask WHAT, but be more concerned with WHY and HOW
Some are more curious and willing to change than others. The managers who are most difficult to coach are often those who are strongly attached to their routines and who have an aversion to changes at work. In such cases, it is essential for the coach to convey and convince the manager that in order to achieve personal development, he/she must be curious and willing to learn and reflect on whether things can be done in a different way. At the same time, it is also
it is important to emphasize that much of the manager's behavior can be continued and perhaps even reinforced. It is about creating an understanding that there are often minor changes and "adjustments" that are needed. At the same time, you should get the manager involved in a dialogue where you take a closer look at the perceptions and expectations of those around you and what is required in the role. Then essential and explain to the manager WHY. Hypothetical and coping questions from the LØFT methodology can often be of great help in such situations.
Furthermore, we recommend that a personal development plan be prepared in which the manager
clearly writes down WHAT he/she is going to work on, WHY and HOW. It is important that this does not become something the manager feels that it is the coach who creates and proposes, but that it is he/she who has arrived at it himself. The coach's role is more to help sort out thoughts and ideas.