Importance Of Coaching

The primary goal of any training program is to prepare trainees to perform effectively on a specific post-training task. The trainer usually determines the training agenda, and trainees must adapt themselves to the process and structure of the training. In coaching the client sets the agenda and determines the goals to be achieved (Druckman.D and Bjork.R, 1991). That having been said, many trainers have excellent coaching skills, and coaches can be

I think it is safe to say that the coach has several roles to perform; with the main objective being to develop the person being coached. This can be achieved by increasing self-confidence, identifying relevant and suitable topics for coaching as well as agreeing the setting of suitable planned tasks to support the learning process.

Experiencing a coaching management style will ease some staff into this method of communicating without the need for all of the planned coaching and mentoring programme. The session about using the GROW model or different coaching styles could be combined depending on the needs of the staff. Flexibility will be required with the implementation.

One definition of coaching is “Coaching is unlocking a person’s potential to maximize their own performance.” (Coaching for performance, Sir John Whitmore 1992). Or to expand on this; Simply defined, coaching is one person guiding another through a process, leading to performance enhancement. The applications can vary, support to achieve a specific project, helping an individual to do better what they already do well, or developing a skill they don't yet possess.

Bluckert, P. (2005). Critical factors in executive coaching- the coaching relationship. Industrial and Commercial Training, 37(7), 336-340. doi:10.1108/00197850510626785

Young Leadership: In seeking to examine, promote, and advance the success of Teaching and coaching in an organizational setting, the national and International Consortium for Coaching in Organizations is intended as a forum for all people involved in coaching in organizations: the organizational users of

When someone is first introduced to coaching it is important that the coach gives an overview of the coaching process and the role of a coach within this. It is important to set the ground rules and all both parties to meet expectations set.

This process needs to be on-going so the employer and employee can assess what is going well and what needs to be improved on. This ensures that both parties know what the other is thinking and the goals for both the individual and organization align so that success will result. The type of situation you would use coaching in is a little different. Coaching is done on a daily basis instead of every once in a while. If an employee is confused about how to perform a specific skill on the job, a direct supervisor will provide help right then so the business can keep running efficiently. Another situation is when the company added a new scope of improvement and the supervisor coaches the employee on how to perform the skill or activity so there is performance

Susan M. Heathfield a Human Resource expert states that “the goal of performance coaching is not to make the employee feel badly, or show how much Human Resource professional or supervisor knows. The goal of coaching is to work with the employee to solve performance problems and improve the work of the employee, the team, and the organization.

What is coaching – “The coach works with the clients to achieve a speedy, increased and sustainable effectiveness in their lives and careers through focused learning. The coach’s sole aim is to work with the client to achieve all of the client’s potential-as defined by the client” The Coaching Manual Starr, J 2008.

Coaching is the art of facilitating another person’s learning, development and performance. Through coaching people are able to find their own solutions, develop their own skills and change their own behaviors and attitudes.

Coaching is a process, not a one-shot deal. Coaching sessions with employees usually take place over several weeks. The initial session is to identify the problem behaviour, elicit input from the employee, and provide specific coaching suggestions. Then, over the course of the next few weeks, you observe performance, providing immediate feedback (both positive and negative) as appropriate. Within two to three weeks, sit down with the employee again and let him or her know your perception of how things are going and ask the employee to tell you how he or she feels things are going. Ask the employee whether there is something you can do to assure his or her success. If necessary, redirect the employee toward appropriate behaviours and repeat the cycle until the behaviour meets your expectations. We find it helpful to provide the employee with a written coaching plan. This is not for the purpose of documentation, but rather to enable the employee to refer back to the specific steps that must be taken in order to be effective on the job. Coaching plans are written in a positive, upbeat manner. Start out by thanking the employee for his or her cooperation and indicating your confidence in his or her ability to successfully achieve the behavioural changes required. Next, make suggestions that include identification of the problem behaviour and appropriate alternative behaviours.

Coaching is not a new phenomenon. The modern concept is widely considered to originate from the sporting world where literature such as “The Inner Game of Tennis” and other “Inner Game” publications by Timothy Gallwey date back to as early as 1974. These books may be considered as some of the first to touch on the concept of coaching. As Sir John Whitmore states in his well renowned book, Coaching for Performance, “Gallwey had put his finger on the essence of coaching. Coaching is unlocking people’s potential to maximize their own performance.” (Whitmore, 2009) It was in the first edition of this book, published 1992, that Whitmore comments on the relative immaturity of coaching in applications beyond the sporting world. Today we can see that

In a business there are several different factors, and attributes that can excel or hinder a company’s environmental and economic success. Most people believe that a business’s longevity relies solely on its profits and regulations, when in actuality, it is the coaching and the leadership of the business. In fact, coaching and leadership are the greatest attributes that accumulate to a company’s success, but if they are abused, or misused, they can cause severe damage to the company’s well-being. For this paper I will be covering the topics of coaching and leadership in the workplace and will be giving different types of styles for both concepts. I will also evaluate the correlation between the two and will give several examples throughout to help comprehend the topics. I will then explain how these attributes can be abused and can cause more harm to a company than good. I will conclude my paper by highlighting all of the main points throughout the paper, and then give my own opinion on the subject.

Workplace coaching is a term that refers to the process of equipping people in the working environment with necessary tools, opportunities, and knowledge for total development in order to enhance their effectiveness from an individual, organizational, and work perspective. Workplace coaching has emerged as a major concept in modern organizations since leaders, researchers, and organizations have identified it as a crucial competency in leadership and management (Cacioppe, n.d.). The increase in this practice has also been attributed to the fact that employees continue to request for coaching. As an important competency in leadership and management, workplace coaching has assumed different perspectives and approaches because of the existence of various coaching models such as Systemic Psychodynamic Coaching model.