The 6 Cs of coaching process are clarify the agreement, create a partnership, collect and analyze data, construct a development plan, collaborate and challenge, and complete and celebrate (Kouzes, Posner, & Biech, 2010). Some tasks that are done during the clarify the agreement part include building a relationship with the leader, recognize whether the leader is ready for coaching, establish a coaching agreement, and determine whether you and the leader are a good match (2010). If there appears to be any “challenges” during this task I will use some of the ideas that were suggested by the authors they include observe the leader to determine whether they make small talk or get down to business, put your leader at ease by using their first name, showing interest in their needs and balancing discussion appropriately, exude self-confidence without being arrogant (2010). Bluckert (2006) states “Your challenge as a coach is to find out what it is that makes this client difficult for you. That said, there may be occasions when you simply don’t wish to take a client on. There may be little motivation or even downright hostility from the prospective client at the idea of being coached”.
Some tasks that to be accomplish during the create a partnership include determining the needs of the leader to initiate and maintain the partner relationship, and model being a good partner. Being a good partner will involve being flexible and adjust to the preferred communication style, respect diverse background, refrain from “doing all the work” while the leader sits there, and be prepared to inspire and motivate during milestones and successes (2010). If the leader is not taking an active role in this partnership I would discuss with them the reason wh...
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...d at me I have just tuned them out which ultimately hurt the relationship between coach and leader because nothing will get done. This is similar to what Bluckert said about the delivery of the coaching for example he provides some tips and reminder such as being fully present, practical arrangements i.e. location of coaching, and the notion that the coach should care as much for the person as the results (2006).
Works Cited
Bluckert, P. (2006). Psychological Dimensions to Executive Coaching. Buckingham, Great Britain: Open University Press
Graham – Leviss, K. (2011). Seven steps to coaching you employees to success. Retrieved from http://www.entrepreneur.com/article/220133
Kouzes, J.M., Posner, B.Z. & Biech, E. (2010). Developing exemplary leaders: Making the most of the leadership challenge and the leadership practices Inventory (LPI). Hoboken, NJ: Pfeiffer
AC 2.4 Recognise any potential barriers to coaching in the workplace and explain suitable strategies to overcome these barriers. There are many potential barriers in the workplace that will stop coaching dead in its tracks if allowed to do so. These must be recognised and overcome where possible with a more “let’s not look for obstacles not to coach” and a more “let’s find a solution to do it” frame of mind! If you are working for a company where the leadership method is that of telling individuals how things are done and where “red tape” is key you will find that the company conflicts with the principles of coaching conflict.
Kouzes, J., & Posner, B., (2007). The leadership challenge, (4th ed.). San Francisco, CA: Jossey-
Coaches should have an arrangement of fundamental abilities that they depend on to produce a positive outcome. Definition of a coach from the American Heritage Dictionary, Third Edition (page 167) One who trains or directs an individual or team, to train or instruct teach a team. The goal behind coaching is to exhibit the ability to get the most out of everyone on the team. It should be a goal to bring out the greatest potential from every team member. It’s insane how many players do not even know their true potential. Successful coaches assess these individuals and the team to advance them to the next level of sports. "The Little Book of Coaching, Motivating People to be Winners" by Ken Blanchard and Don Shula (2001) gives a great acronym of the word C-O-A-C-H. The acronym breaks down as follows: Conviction Driven: never compromise your beliefs-Overlearning: practice until it is perfect-Audible-Ready: know when to change-Consistency: respond predictably to performance-Honesty-Based: walk your talk. This acronym should remind you of your job as a coach. A good coach
A proper coaching philosophy contains principles which improve character development, teach step by step tactical and technical skills, form proper progressive physical training regimens, and carefully utilize team management to handle and control problems with administrative issues. A coach with a sound philosophy should mold a team with strong cohesion, and he should treat players not only as teammates, but as family and friends who are encouraged to develop communication and lifelong learning of skills through positive support and role modeling from the coach (Mergelsberg, 14-15). The philosophy should also contain written documents of implemented strategies and techniques, so that the coach will know what to improve upon season by season
...S. (2005). Literature review: Coaching effectiveness - a summary. Retrieved from Research into Leadership website: http://literacy.kent.edu/coaching/information/Research/NHS_CDWPCoachingEffectiveness.pdf
A coaching model is utilized to give structure to the client and coach and setting rules (Ducharme, 2007) for effectively completing the honing program. However, a model (i.e. framework) does not give instructions on the best way to coach, (Sherin and Caiger, 2007) yet it provides a guide to address any client issues. Cognitive-Behavioral Coaching (CBC) does not furnish the client with the solutions to their problems but instead through guided discovery help them in perceiving their own solution (Ducharme, 2007). Most models for coaching accentuate behavioral change as a feature of the coaching process (Sherin and Caiger, 2007). For instance, if an executive required help in enhancing their performance than their conduct (i.e. behavior) would be a key focus in understanding their lack of performance.
Northouse, P. (2010). Leadership: Theory and practice (5th ed.). Thousand Oaks, CA: Sage Publications, Inc.
“A coach is someone who is equipped to aid individuals or groups and organisations to maximise their performance in pursuit of their desired goals.” (Dexter et al, (2011) p.4)
Kouzes, J. M., & Posner, B. Z. (2012). The leadership challenge: How to make extraordinary
The way a coach behaves underpins the coaching process and ensures sports coaching is conducted in a positive and inclusive manner (Reference). Coaches must be able to promote and maintain this behaviour effectively by demonstrating good communication and motivational skills, encouraging and rewarding behaviour when positive and challenging when inappropriate.
The coach will pick up on shifts in the clients tone, read the unspoken words, which the client is saying without saying them. The coach needs to be ready for whatever the client brings to the session. Finally in the fourth cornerstone: Realizing that all aspects of the client’s life are tied together. This is the client’s whole life, one part has a ripple effect and touches another part of their life in one form or another. With these four cornerstones come three core principles: Fulfillment, Balance and process. Fulfillment at first may be material possessions, or money, over time this will change to a much deeper level and become about what they value. Balance is helping the client to see other perspectives and enabling the client to see that there are more choices. Process is always taking place, at times it can be flowing and continuous and other times it can be crazy and disorganized. The coach helps support the client through the rough process and through the good process. In the co- active coaching relationship the coaching environment is extremely important. This is where the ground rules are set, expectations, and agreements are discussed. It is also important that it is a safe place, for the client to be able to take risks and that it is a courageous place, for the client to access their lives with desire to find the answers within. Confidentiality is key to the
I wanted to start telling the story of our experience by sharing the feelings I brought into this exercise. A few years ago I underwent an experience of coaching through several sessions that left me this taste in the mouth that the coaching as a tool to develop others is not very effective. I have not taken the time to deeply analyze what went wrong but in general if I had to choose to do it again I think I would choose another methodology to foster change. Its objective in general is to assist in building behavioral skills, but in my opinion to really look for a long lasting change you need to give a deeper understanding to the lack of a certain skills, strongly reflect on the variables linked to it as could be the emotions, values and motivations that conduce you towards a behavior different that that one desired. Personally, I enjoy seeking information that allows me to jump beyond the facts, and staying on the behavioral side of the reality limits my passion for inspiration and insight.
From researching the benefits of Induction and coaching and also looking into techniques and procedures, I recognise that the achievements of businesses can be greatly advanced. As an aspiring team leader I believe I now understand the process’s and benefits of induction and coaching, which will allow me to develop team members, with the aim of instilling Romec’s core values, making the teams I lead safer, more efficient, and more profitable.
I will document the development of my coaching skills by completing a coaching self-assessment sheet before starting the mentorship, tutoring, and ambassador programs. This will provide me with information about developing specific skill areas and help me create an action plan for self-improvement. At the end of this project, I will do another self-assessment sheet where I can fully assess and compare both of my results to exhibit my progression. Furthermore, I will be asking my mentees and tutee to complete anonymous surveys about my management skills at the end of some of our sessions. Ultimately, I will gain insight on how I can improve the quality of our sessions and show the different perspectives of my skill development throughout the
The main objective of this essay is to identify features of a good coaching programme aligned with theoretical framework which would help to identify the desired outcome. Although there are plenty of areas to exert coaching, the focus of this essay will be within the scope of organisations. It shall explain the purpose of coaching, its development and a brief description of a few characteristics that have to be considered in a coaching programme. Furthermore, it exemplifies and evaluates one approach, that could be applied in a coaching programme in organisations.