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Coaching at Work: Main Objectives |
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to help coachees to grow, and to enhance
their performance and learning ability
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to increase the coach's effectiveness as a
leader
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What the Coach Does |
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acts as an external expert observer making sure that
the client's aim is true and their actions are congruent
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helps clients to identify and define their specific
goals, and then organize themselves to attain these goals
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provides help in motivating and keeping the client
motivated to reach their goals
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Basic Components of Coaching |
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dealing essentially with the development of skills
through practice
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analyzing the components of particular skills,
techniques and the environment in order to assist the learners
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setting increasingly challenging exercises
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seeking to identify problems or weaknesses to be
remedied
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spotting potential, building on strengths and taking
advantage of talent and opportunity.
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Coaching versus Formal Training |
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Coaching |
Training |
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Continuous |
One-time event |
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Day-to-day application of skills |
Test practicing |
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Real-time control and feedback |
No application feedback |
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Coaching versus Mentoring |
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Coaching |
Mentoring |
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Building an individual's personal
cross-disciplinary skills |
More job-specific person-to-person
teaching |
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Helping clients to apply themselves
personally in new ways |
Helping clients to learn functions
they've never done before |
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Give and take approach to learning,
requires a lot of listening |
Passing along of one person's
knowledge to another |
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What is Business Coaching?
One of the "hot" areas of personal, professional, and
business development is coaching. The coaching is all about helping others
to identify and define their specific goals, and then organize themselves to
attain these goals. Coaching deals with building an
individual's personal skills, from setting the goals, to
communication to
management style to
decision making and
problem solving. Coaches draw upon a
client's inner knowledge, resources and
creativity to help him or her be
more effective.
Increasing Role of Coaching at Work
In the
new economy driven by
knowledge-based enterprises, new emphasis on people development and
employee
empowerment is driven by several powerful forces4:
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Delayering - a trend toward reducing the number of management levels in
organizations' hierarchies. Growing importance of
cross-functional teams. Jobs and
roles are no longer prescribed and static, so no longer can bosses just go
on telling subordinates exactly what to do. Successful companies are now
those in which people communicate freely, cross-pollinate their ideas, and
learn new skills and habits from each other, and in which managers are also
coaches.
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Changes in the labor market - people are more mobile, and the most
successful companies are focusing more on bringing out their employees'
potential in order to retain their best performers.
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Rapidly changing business conditions, markets and technologies - company can
no longer rely on providing employees with regular off-the-job training
courses. Training now had to be continuous, on-the job, and just-in-time -
i.e. by coaching.
Coaching versus Micromanaging
Micromanagement won't work when
teamwork and
continuous innovation is
a priority. Although micromanagement can build discipline, it keeps
employees locked within a limited range of action. When micromanagers relax
their grip and switch to a coaching approach, the organizations reporting to
them often flourish because the staff has the opportunity to utilize and
demonstrate its full potential3. Instead of to do what they have
to do to please their boss, team members are encouraged to see how hard and
smart they can work to help achieve
organizational mission.
Beware however of moving too far toward coaching. Finding the
right balance between management,
leadership, and coaching styles is the true sign of an inspired and
effective manager.
Coaching in the Team Context
A well-defined
strategy and working approach is integral to
effective
teamwork. It is also essential for a positive coaching environment.
Constructive characteristics of coaching in team context include4:
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Shortly after the team has been formed, the leader holds a
meeting to agree ground rules and 'team charter' - e.g. team objectives,
individual objectives, working hours and likely crunch hours.
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The whole team participates in discussing and drafting the
workplan
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Team members discuss personal needs for skill development
early and openly
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Ground rules for nondefensive communication are set so that
team members feel comfortable providing and receiving ongoing feedback
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The team reviews, regularly or after major milestones, how it
is working
Executive Leadership Coaching
Coaching executive leaders involves doing each of the
following four steps with professional competence and consistency:
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Learning
specifically what will it take to help your clients to be
winners in their
own right
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Developing yourself to be who you need to be to assist your clients in
achieving theirs goals
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Assisting your
clients to identify and define their specific goals and organize
themselves to achieve these goals
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Communicating what you do in such a way that it builds the confidence
and trust so that your clients allow you to work with them on behalf of
their own success.
NLP Skills: Applications for Coaching
Having
NLP skills, such as
listening to your clients and assisting them in tuning in to their own
expectations for themselves, would put you at an advantage in performing
coaching role for your clients. It is only when what they are going for is
completely resonant with who they are, that they can expect to gather up all
their potential and direct it at the outcome, says Joseph Riggio1,
a licensed NLP trainer.
Business e-Coaching
To build sustainable
competitive advantage for the
new knowledge-driven economy and
compete
successfully in the rapidly changing marketplace, companies need
continuous coaching and learning support to be provided to all their key
employees in a continuous and timely way. Responding to these needs, the
first-ever online Business e-Coach was developed
and launched by 1000ventures.com in 2001...More |