CoachingExperience as a Coach in Interacting with the Coachee Based on the information I acquired in the role of coach, I learned that interacting with the coachee involves understanding the basic fundamentals of valorization coaching, which focuses on 5 fundamental principles. These principles, which will be discussed in detail, include: • Construction Principle • Positive Principle • Simultaneous Principle • Poetic Principle • Anticipatory Principle As outlined in the Construction Principle and the Positive Principle, coaching sometimes involves bringing out positive attributes and successes of a group. person, rather than the negative or his failures. An example of this approach is when one of my team members was experiencing personal financial problems, he thought about quitting, because he felt he was hopeless in terms of getting a raise or advancing to a higher level. Despite her situation, he was needed as a coach to encourage her to understand that she was a valuable asset to the company and that her skills and knowledge did not go unnoticed by her colleagues and management. Similar to the construction and positive principle, the poetic principle and the anticipatory principles, also apply to the team member's situation. The difference in these principles is that in the Poetic Principle of coaching, the individual was given the opportunity to break away from past events, making their current situation seem like it was a recurring problem. This was one of the ways he solved problems in the past, which was to give up easily and move on - in this case, quit his job. This is also the case with the Anticipatory Principle, as stated in the text “Why Worry”. Anyway, with… middle of the paper… good takeaways and points from the phone interview with the coach. The first goal of coaching is to be a good listener. A good coach listens to 80% of the coachee's conversation before commenting. The relationship with the coachee to ensure that trust is built in the coaching relationship and commitment requires the coach to be clear and affirmative and sign the promise to deliver. Reference: Orem, S., Binkert, J., & Clancy, A. (2007). Appreciative coaching: a positive process for change. San Francisco: Jossey-Bass. Ting, S., & Scisco, P. (2006). The CCL coaching manual: a guide for the leader coach. San Francisco: Jossey-Bass. Reference: Orem, S., Binkert, J., & Clancy, A. (2007). Appreciative coaching: a positive process for change. San Francisco: Jossey-Bass. Ting, S., & Scisco, P. (2006). The CCL coaching manual: a guide for the leader coach. San Francisco: Jossey-Bass.