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ncrete, human and discovery-oriented. For example, I should not be incongruent by saying “Do I seem upset? No, everything's fine.” because people may think there is hidden objective. So, I should be congruent by saying “Your behaviour really upset me.” I should also avoid person-oriented, invalidating, general, disjunctive and disowned responses. My responses should be problem-oriented, descriptive, validating, specific, conjunctive and owned. I also reminded myself to show I was actively listening but not one-way listening. I applied these attributes in the next day coaching when my subordinate reported to me how he would like to consult our client who would like to give negative feedback to her subordinate. I appreciated my subordinate the point that he pointed out rhetorical question should be avoided when my client was going to give negative feedback. And, my subordinate felt very happy about my point with academic material supported. He said I expressed myself in direct words clearly and he understood the rationale of the consultation behind. My colleagues were happy when I shared with them what I have learnt in the classes the day before because the knowledge I learnt was not only benefit our own executive development, but also made our consultation to clients more fruitful and professional when we applied.

Other than workplace, I have also opended my improvement areas to my EDG and they did keep an eye on my feedback and reminded my targets every time when we met. It was really great time to having them as my development partner. We gathered not only in Wednesday nights, but also Thursday and Friday because we were taking the same courses and being the same project group members. We are always an effective team although we worked in different industries. I was reminded the good feeling of good communication, harmony member relationships, clarity, trust, openness and involvement during our discussions. I remembered the feeling that I should let my colleagues feel the same. As they knew that I had a lazy team member in my workshop team, they reminded me that it was a good chance in a real-life, out-of-class to practice giving effective negative feedback with the purpose to motivate him to participate more as a team.

So as to motivate others to participate more as a team, I also kept an eye on my motivation style. The test I did in Week 11 helps me to identify myself rarely a coach but a “lonely star”. The term “lonely star” really shocked me, but it was so true. I immediately though about why my colleagues commented me in the last 360-degree Feedback that I have to develop more on proactively providing coaching to the others instead of giving instructions unless someone comes to me and asks for help. And I should develop more “with” my teammates instead of “by” myself and themselves. I always emphasize technical and cognitive skills so that many raters in the last 360-degree Feedback agreed that I have deep knowledge and professionalism and I am strong at compliance related matter and I do share effectively my knowledge to others. Also, they agreed that I am a good example for effective and efficient work style. However, I have tried to do too much alone. I think subordinates should be able to overcome difficulties in they way to achievement by themselves as I am able to do and I reply on their self-direction and self-control very much. After reviewing my result of motivation style test, I learnt I sho