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leondumoulin.nl: Non-directive Coaching: Attitudes, Approaches and Applications (​Coaching and Mentoring) (): Bob Thomson: Books.
Table of contents
- Approaches to coaching and mentoring
- Foundation
- Non Directive Coaching Attitudes Approaches Applications by Thomson Bob - AbeBooks
- Account Options
Long may that continue! The process typically lasts for a relatively short defined period of time, or forms the basis of an on-going management style. At its core lies a process that enables learning and development to occur and thus performance to improve. First and foremost, a CD executive coach needs to have a successful 'commercial' background BEFORE becoming a fully credentialed and experienced coach. Our brand of business-focused executive coaching services - especially when dealing with teams, groups or whole companies - is always aligned with business strategy and often includes an element of business mentoring.
Approaches to coaching and mentoring
Traditionally, however, mentoring in the workplace has tended to describe a relationship in which a more experienced colleague uses his or her greater knowledge and understanding of the work or workplace to support the development of a more junior or inexperienced member of staff. Coaching versus mentoring.
In reality, many of these distinctions are unnecessary and confusing. To add to the confusion, the rules of traditional coaching and mentoring are also often blurred by professional practitioners themselves. There are mentors who have little or no direct experience in their clients' roles and there are coaches who do. Now add the word 'mentoring' to that lot too. The CD approach is to regard coaching and mentoring interchangeably, so we have adopted and adapted 'coaching' as a universal term for both. Therefore, our 'coaching' process embraces the full range of coaching and mentoring tools, models and techniques necessary to develop the skills, knowledge and behavioural needs of both the business and the coachee.
Once unnecessary distinctions are out of the way, we just need to make sure each coach is a fully skilled in applying the tools available to them; and b properly matched to both business and coachee in a way that efficiently satisfies those needs. Coaching in sport is widely accepted as vital for those aiming to be at the top of their game - like Andy Murray's relationship with his coach, Ivan Lendl, pictured at the head of this page.
The results they achieve together are incontrovertible.
Foundation
Whatever the reasons, those who do choose to work with a coach report dramatic results and an exponential return on their investment. Business coaching versus executive coaching. Business coaching and executive coaching get used interchangeably too. She says:. In the UK, however, the two terms are more interchangeable, with business coaching usually taken as a comprehensive term to cover both. An accomplished business coach should not only be capable of working at every level within a client business - from C-Suite down - but also experienced in coaching the complex needs found at every level.
Although, admittedly, those truly capable of coaching captains of industry as an equal are few and far between because the gravitas, resilience, credibility and charisma required cannot easily be taught in any coaching course. When choosing an executive coach it can be a little daunting to decifer the terminology some coaches use to describe and distinguish their individual approach.
The theory trusts the coachee's own innate capability to find their own solutions and relies on the personal qualities of the coach to build a non-judgemental and empathic relationship. It is non-directive and can feel a little 'unstructured' as a result.
It identifies what is already working and amplifies it to make useful changes, a little like the positive psychology movement of today. Practitioners believe that people are innately capable and competent. What is the role of the coach? Not so long ago coaches were mainly called into businesses to solve people problems.
Non Directive Coaching Attitudes Approaches Applications by Thomson Bob - AbeBooks
Whether it be performance issues or clashes in personal style, the coaching process was associated with people who were struggling or careers that were heading off the rails. Attitudes have also changed towards leaders and leadership development. Nowadays, businesses coach their best people to be the best leaders that they can be. They invest in their leadership potential and coach them through all stages of their leadership journey.
Robert Witherspoon and Randall P. It may be as part of general leadership development, for a newly appointed executive, or someone whose role is changing. It requires a coach who is highly-skilled in all three of the foregoing roles - skills, performance and development coaching - with a detailed specialist knowledge of business.
What is company coaching? Whereas executive coaching supports the momentum and performance of individuals, company coaching focuses on optimising the operating model of an entire business, corporate department or team to build momentum and drive sustainable value to the whole organisation. Working directly on the means by which each company executes its strategy and business model, specialist company coaches partner with senior leadership teams to define, measure and develop the key processes, resources, abilities and behaviours necessary to deliver outstanding success.
In undertaking any client work: Our business is based on the quality of the relationships we co-create with our clients; Our measure of success is the quality of the abilities transfer we are able to co-create with the people who are involved in each client company; We measure these against sustainable growth in efficiencies, revenues, profits, assets and the specific ROI for the company from their investment in coaching and their progress towards their chosen objectives.
We use business models, or "Frames", to stimulate coaching conversations.
Account Options
Whilst elements of this approach may resemble traditional management consultancy the similarity is only skin deep. It is our role in the relationship to act as a catalyst to help them build the depth of commercial, business and management abilities to create a sustainable base for growth. Our integrated set of Frames or models stimulate coaching conversations with individuals and teams, each of which operates like a mirror to frame up a dialogue about a different facet of business.
Each Frame contains an image or diagram which creates or refracts a personal reflection from the perspective of the viewer or viewers. In a group context, these reflections create the coaching dialogue and the different perspectives or interpretations of the image generate discussion focused on the specific skill set or issue under review.
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Once alignment has been created about the relevant frame of reference for the skill or issue, then we can coach the participant s about how to use the Frame to resolve the issue, and turn that resolution into the first step in acquiring the related skill set. Our core coaching Frame, illustrated above, is called "Drive". It brings focus to the different aspects of management and operation in a business, broken down between what we call "Direction" abilities, which create the profitability of a business, "Design" abilities, which determine the appropriateness of the allocation of resources to create that profit and also create the resource base upon which revenues can be created through the application of the "Deliver" skill set.
By engaging each of these distinct skill sets appropriately and in alignment with each other, a company is able to maximise the output of its "Drive" to create value. The set of "Drive" abilities include what are generic leadership and people management capabilities that facilitate the smooth running of the business. Top 5 myths about coaching and mentoring. Those that can't, teach! This important relationship is described as a collaborative dyad between two equal people, placing the individual in the centre.
The coachee-coach relationship establishes an environment in which coachees feel secure and where they can learn, grow and develop. Therefore, the quality of the relationship is the basis for a successful coaching assignment. Confidentiality in coaching means that all private or entrusted information is kept secret. It includes keeping what has been said in confidence. It is therefore regarded as the cornerstone or foundation of the coaching relationship before, during and after the coaching assignment.
Without confidentiality, coaching is severely limited in effectiveness and lacks openness and honesty in the coaching dialogue. Consequently, coachees prefer external coaches to maximise the likeliness of increased confidentiality.
Furthermore, if the company sponsors coaching, confidentiality becomes of utmost significance for a strong relationship, while complexity in dealing with stakeholders increases. Transparency increases trust and helps the coachee to better understand the coaching process. In fact, this enables the coachee to ask questions about the coaching process steps, coaching methods and techniques used and alternative methods and techniques. Consequently, this will help coachees to feel fully included and to become an active part of the coaching process. Coaching uses many theories which have their roots in psychology and which were adapted and transferred to the coaching context.
A study conducted by Palmer and Whybrow described 28 models and approaches that are used in coaching, which predominately have their origins in psychology. The top five most often mentioned theories are briefly described below:. CBC focuses on the here and now to solve problems concerning behaviours, emotions and perceptions through goal-oriented procedures.
GFC focuses on helping coachees to control and direct their inter- and intrapersonal resources to better attain their coaching goals. Coaching is normally provided on a short-term basis, deals with the present and the future, is proactive and focused on solutions and goal attainment. Coaching deals with present improvements and what can be done more in the future. Coaching will not and cannot substitute for psychology, psychotherapy, counselling and therapy. Therefore, the coach will work with non-clinical or non-dysfunctional clients, individuals with no acute mental health issues and normal level of psychopathology.