...the role of Human Resourcing Unit Number 3DCS Developing Coaching Skills for the Workplace Nichola Mackay 0510453 CIPD Foundation Certificate 15 January 2014 1000 Words Summary The below should help you understand the nature and purpose of coaching, know how to use a coaching style to improve performance in the workplace and be able to identify ways in which coaching can be implemented in an organisation. Contents Intoduction…………………………………………………………....1 Directive and Non-Directive Coaching…………………………...1 How coaching differs from other development needs…….….1 3 ways in which coaching can be used to meet organisational objectives…………………………………………...2 The role of a coach and cochee……………………………...…..2-3 3 potential benefits coaching for the..........................................4 coachee and 3 for the organisation 2 different ways in which a coaching culture could be implemented within an organisation..............5 Bibliography……………………………………………….................6 Coaching is a teaching, training or development process which an individual is supported while achieving their specific personal or professional result or goal. The individual receiving coaching will be referred to as the client or the coachee. "Coaching is unlocking a person’s potential to maximise their own performance...
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...Factsheets > Coaching and mentoring Coaching and mentoring Revised September 2014 Related resources Factsheets Learning methods Induction In this factsheet What are coaching and mentoring? Developing a coaching culture Who delivers coaching in UK organisations? When is coaching the best development intervention? The role of HR and L&D in managing coaching activities CIPD viewpoint Useful contacts Further reading Guides Coaching and buying coaching services Developing resilience: an evidence-based guide for practitioners Survey reports The coaching climate Resourcing and talent planning 2013 Books Everyone Needs a Mentor Designing, Delivering and Evaluating L&D: Essentials for Practice What are coaching and mentoring? Coaching and mentoring are development techniques based on the use of one-to-one discussions to enhance an individual’s skills, knowledge or work performance. It is possible to draw distinctions between coaching and mentoring (as discussed below) although in practice the two terms are often used interchangeably. While the focus of this factsheet is on coaching, much of the analysis presented here is also applicable to mentoring. Training courses Value-added Learning and Development - Short courses - Training - CIPD Using Neuroscience to Develop Your Coaching Practice - Short Courses - Training - CIPD Conference details Social Media in HR Conference Social Media in HR Conference 2013 What is coaching? Coaching targets high performance...
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...Coaching Summary Report Jiajun Li 2014-05-02 Northeastern University Author Note This paper was prepared for Developing Bench Strength, taught by Professor John Ellsworth. Background Nowadays, coaching has become one of the concepts in leadership and management. It used when the members of a group or a team are competent and motivated, but do not have ideas about the long-term goals of an organization or individual. We have to admit that coaching is an important skill not only for the development of an organization but also for the leaders in an organization. For organizations, employee’s development always be seen as critical to the success of any company. Effective coaching will help the employee clarify their needs and goals, guide them make development plan, encourage them do their job more creativity, and more innovative, which also means increasing their productivity. As for leaders, the coaching process will help a leader keep strengthening self-cultivation, so that he or she can coach others more successfully. Meanwhile, after the coaching process, the leader could learn some experiences about this kind of thing which he just coached with, he could handle this thing smoother if he encountered next time. Moreover, coaching really expands people’s capabilities and increases personal collective capacity to be a better leader. All of these I have mentioned above could prove that coaching skill is really necessary in today’s competitive business...
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...Leadership Coaching is the latest buzz—but all too often companies embark on coaching initiatives that are not well thought out, that their executives do not embrace, and that are doomed to fail. In Chapter 24 of the OWP (Orchestrating Winning Performance) Book 2008, “Riding the winds of global change”, to be published in September 2008,Professor Jack Wood explains how organizations can instead implement a thoughtful, integrated coaching strategy which can deliver long-lasting results. The purpose of coaching isn’t performance improvement HR managers often assume that the purpose of coaching is to increase managers’ performance. However, our survey of participants attending a pilot coaching session in the OWP revealed that this is not what executives want. The top three coaching objectives were: - life development – balancing personal and professional roles more effectively - leadership – developing interpersonal and team leadership skills - self-awareness – becoming more aware of my shortcomings and growth opportunities as a leader, and understanding the origins and history of my behavior in work and its impact on others. The difference between coaches, mentors and managers Coaching initiatives fail in part because the distinction between the role of manager, mentor and coach is not well understood. Each can each help executives meet their principal objectives—life development, leadership and self-awareness—but a manager, a mentor and a coach are not the same things....
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...Coaching is a process that enables learning and development to occur and thus performance to improve. Directive coaching - is where the coach offers solutions, tools and techniques for moving forward (as in the sports arena). Sometimes it may be useful to offer solutions, however the danger is that the solution may not be quite appropriate for the situation and consequently people may not feel fully committed to the solution provided. Non-Directive coaching - is coaching where the coach asks questions to allow people to find their own solutions. A non-directive coach will not offer advice and rarely even give suggestions, although through skilful questioning they will help someone to see their situation from a different perspective, gain clarity, uncover options, challenge inconsistencies and hold them accountable to their actions. Coaching can differ from other development methods such as e-learning and training courses because while e-learning and training programmes give the ‘employee’ the answers they need to succeed coaching helps them to find the answers themselves by the coach asking questions that will give results. They also differ in the end result. E-learning or a training course will have a structure and will end in a result that has already been planned out where as coaching goals can change throughout the process and are much more personnel to the coachee. The coach is the trained person who listens to the coachee and reflects on the coachee’s ideas and worries...
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...reflection-onaction to be integral to reflection-in-action, and accept his argument that the notion of reflection-in-action has emerged as a consequence of the limits of technical rationality. When one takes this standpoint, particular issues arise for the coaching community, and it is some of these that we focus on in the remainder of the chapter. BECOMING A REFLECTIVE COACH: ISSUES TO CONSIDER Drawing on anecdotal accounts, Lyle (2002: 245) contends that many coaches in professional sport are ‘recruited almost exclusively from the performer base’, with ‘high value’ being ‘placed on lengthy experience, sport-specific skills and technical insight, to the exclusion of other knowledge and skills’. However, it is not only those who select coaches that consider technical expertise important. Not surprisingly, coaches themselves also value this knowledge, as evidenced by the following quote from Ian McGeechan (a former Scotland rugby union coach): Issue 1: Expertise and professionalism In the first edition of this book we had a section entitled ‘Why is it useful to become a reflective coach?’ That we decided to remove the section in this edition is testament to how much we believe the coaching community has ‘bought into’, at reflective practitioners. section we explore some issues that both constrain and enable coaches to become on one’s willingness and ability to experiment with reflection. In the following and so-called norms...
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...Regent University LDRC 502 Leadership Coaching: Convergence Spiritual Life Coaching When we look at the role of coaching and how it speaks to a person’s spiritual life we first must understand the definition of coaching. Whitmore (2001) quoted Gallwey’s definition of coaching as “Coaching is unlocking a person’s potential to maximize their own performance. It is helping them to learn rather than teaching them” (p. 8). There are several definitions of coaching that attempts to pinpoint or identify the various types of coaching. Harkavy (2007) shared what the purpose of a coach is, “Your purpose as a coaching leader is to add the most value to the people you lead and to help them improve” (p. 4). This definition of what a coach does give us the responsibility to care about people enough to see them grow and develop. A simple definition of coaching is, “…Coaching is the art and practice of enabling individuals and groups to move from where they are to where they want to be” (Collins, 2009, p. 14). Goldsmith, Lyons & McArthur (2012) stated, “With a sound appreciation of business and interpersonal dynamics, a good coaching is simply a process person who can establish rapport, is informed about the executive’s immediate environment, is honest and courageous in providing feedback; is a good listener; ask good questions is visionary and analytical and is a good planner who seeks follow up and closure” (p. 12). This definition of coaching gives the coach the responsibility...
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...Foundation Design: Coaching and Mentoring Introduction Organisations are increasingly evolving quicker due to globalisation and advances in industries and technology. These events have made market environments progressively more competitive and have changed the economic climate in which organisations operate. Unfortunately some organisations have had to implement restructures and reductions in workforce to ensure survival. Foundation Design are one of these organisations whose company size has gone from 1,513 employees to 780 employees. During the restructure of the organisation the Chief Executive Officer (CEO) identified that changes were required to its leadership profile and coaching and mentoring programmes. These changes were made to embed new skills and behaviours and support cultural change within the organisation. Why Coaching and Mentoring? Foundation Design are making steps to move towards a learning organisation, one that recognises the benefits in developing its employees, as individuals and teams. Learning is also seen as a step in the facilitation of behavioural change. The ‘Learning organisation’ was developed by Peter Senge (1990) and supported the need for learning and development of workforces, coaching is one way of making these developments. Coaching can support learning which is taking place through Leadership training and can assist in bridging the knowing-doing gap, by encouraging action to be taken. Coaching is ‘the facilitation of...
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...Mentoring and Coaching. Many FE institutions and Initial Teacher Training programmes now include mentoring and coaching support as part of their provision. The purpose of this review is to firstly establish a clear definition of the term mentor and coach, and ask why it might be important to establish a shared understanding of the terms. Secondly, to ascertain why mentoring and coaching has become so popular within further education. Thirdly, to identify how to best implement mentoring and coaching schemes into further educational settings, and finally to develop criteria to critically analyse the mentoring policy and procedures of one further education college and my own practice. Definition. Establishing a clear definition of the term mentor and coach from the literature reviewed is not a simple task; opinions differ depending on the context in which mentoring takes place and the individual perceptions of those involved. Adding to this confusion is the way the literature often uses the terminology of mentoring and coaching interchangeable with little or no agreement on their meaning. (Brockbank and Mcgill, 2006 p8) This may explain why there are so many different approaches to mentoring practice and why the concept of mentoring has altered over time. (Woodd, 1997, p4) One way the literature attempts to distinguish between the terminology of mentoring and coaching is by placing mentoring and coaching at opposite ends of a person/task focused continuum. With coaching generally...
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...Running head: COACHING MODEL COACHING MODEL Assignment 2 HRM-538 Performance Management Submitted by: TJ McPhail Submitted to: Dr. Karen Golaub, Instructor August 9, 2015 This paper evaluates the coaching model and team-based performance of an organization. Moreover, this paper describes the selected organizations approach of coaching for their employees to optimize the organizations performance management activities. For this paper, United States Office of Personnel Management (OPM), an independent agency of the United States government that manages the civil service of the federal government, is the organization I have chosen for this assignment. This paper also recommends practices or approaches of coaching to improve OPM’s current performance. At the same time, this paper constructs five best practices that aligns the organizations overall goals and vision that would maximize team-based performance at OPM. The selected organization’s approach to coaching as it relates to Stage 3: Proactive Coaching—Driven by a Business Need. Stage 3: Proactive Coaching— is driven by a business need as described in the text, Performance Management: Putting Research into Action, 1st Ed, Smither & London, this is the stage whereas organizations are at the third level of a continuum that typically uses coaching in an “organized, planful fashion to address a specific business issue or need, such as accelerating high potential development, on-boarding new leaders, driving...
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...VProfessional Former IT Director Addleshaw Goddard and Eversheds ‘This is a book that presents an often complex topic in a logical, easy to read and readily digestible way that is immediately useful to anyone busy setting up their business. In particular the clear, concise chapters and subsections allow the reader to easily identify and focus on a particular area of interest, without having necessarily to read the entire book in one go. It can therefore be used informally as a ‘‘user manual’’ or as a formal, technical book. If you are setting up – or are thinking about setting up – a coaching business, or for that matter any other small business, I recommend it – highly.’ ADRIAN OLSEN | Managing Director and Head of Global Project Finance Bank of Ireland Corporate Banking ‘I would readily recommend this book to anyone thinking of setting up their own business, whether or not it is in the field of coaching. It covers the whole spectrum of what it takes to organise and run your own enterprise. The book is both a reference and a learning tool that takes you through the process of understanding everything about setting up your practice and also your own motivations for doing so. By posing a series of key...
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...DEVELOPING COACHING SKILLS FOR THE WORKPLACE ACTIVITY 1 Introduction In this report I will describe two types of coaching and how coaching can be directive and non-directive. Also, I will explain two differences between coaching and other learning and development methods. I will identify 3 benefits of coaching to the organization and an explanation of 3 ways that coaching can be used to meet organization objectives. Moreover, I will explain the meaning of coaching culture and therefore 2 options for developing it within an organization. And in conclusion, I will identify 3 advantages and 3 disadvantages of developing in house coaching. 2 types of coaching * Sports Coaching: This is what many people think of when they hear the word “coach”. A “player” is helped to develop their skills by a “coach”. On the other hand, the term sports coach encompasses a wide range of roles and approaches, from the football manager on the touchline, through one-to-one coaches for athletes and players, to specialist coaches for fitness and health. There are also coaches who focus on the ‘mental game’, helping sports players fine-tune their psychological preparation for high-pressure events. * Executive coaching: is a form of business coaching which is typically aimed at developing senior managers, directors and key players within a business setting. It may enhance current performance, taking skills and abilities to a new level and help individuals adapt to new situations or it may...
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...Skills Audit |Strengths |Weaknesses | |I contribute and work well with others in a group and also |My numeric skills are not very good which is vital as certain | |work well individually |modules of my degree requires this skill | |I enjoy writing and expressing myself through writing as I do |I find it very hard to manage my time effectively | |this a lot both at university and outside university when |I am not very confident when it comes to presenting my ideas | |writing in my journals |and communicating with others | | | | |Opportunities |Threats | | |Sometimes I leave my work to the last minute so I may miss the | |Able to organise work easily |deadline or not get the grade I am capable of as I have not | |Interested in undergoing training to improve my skills |worked to the best of my ability | |Customer service ...
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...What is your Coaching Style? Janie Smith Shorter University What is your Coaching Style? Coaching a group of people and being an effective coach is a separate definition that many professionals continue to confuse with each other. All managers can be a coach, but not all have the ability to coach effectively. Developing the fortitude and desire to help others takes a dedicated, morally and ethically rounded person. An effective coach has the potential to positively help expand the growth potential in learning, developing personal and professional capacities that are required to be successful. Thus in return creates a positive return on investment for the company through happy and content employees. Coaching instead of leading is not a new concept, but is gradually becoming an integrated part of the management style. The concept of coaching can be used in conjunction with a Performance Management System, or other methods of auditing and rewarding their employees for diligence in performance and attitude on the job. How a coach interacts with his or her subordinates can create the necessary flow for components that can escalate the successful coaching relationship. By developing this relationship, a company that is resourceful and interested in their employees’ wellbeing while at work, and their performance will see a positive growth in return on investment and overall profits. The morale of the employees can be measured, and overall attitude of the managers, as well as...
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...David Jonas- Foundations of Business Coaching Final Paper- MY COACHING MODEL Introduction to My Business Coaching Model Throughout this course I was able to learn, practice and reflect upon a variety of coaching models, techniques and exercises. Each individual expert we were lectured by or studied had their own unique method that they had applied in their career and, in turn, educated other aspiring coaches about. Each had different levels of effectiveness that were subjective to each member of our class. Of all the many definitions of coaching that there are, the one that I like the best is John Whitmore who says that effective coaching is “unlocking a person’s potential to maximize their own performance”. The prevailing theme that I took from the array of best practices studied was that each individual scenario and/or coach must determine how they can mold their coaching methods and process to best fit their own style while simultaneously also being able to cater to the specific needs of the subject(s) whom they will coach. The one common thread between all of the potential methods is that the goal is always to maximize the performance or results of the person whom you have offered to coach or are tasked to coach for any given period of time. The key is always to maximize the individual’s potential through achieving the desired results. I learned that the proven methods or techniques of an effective coach in one situation could need to be modified for another coach in...
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