If you've seen any of my previous articles, you'll know I believe there is a strong case for managers in organizations to learn to become effective coaches. Let's now turn our attention to the personal benefits derived from doing so. The big prize is i...
Read > "You've done a bit of that coaching stuff; see if you can pull a bit of a training workshop together for the team" "There's not much classroom training going on in the summer, so put yourself about and do some one to one coaching instead" "I like th...
Read > We know that to be an effective coach requires us to have certain skills and knowledge, and to have a healthy, positive attitude regarding the nature of people at work and their potential to grow, develop and become the best they can be. The most effec...
Read > Coaching starts when coach and coachee recognise a gap between the coachee's potential (what they could do) and their results (what they actually do). These are known as performance gaps. Where the performance gap is to do with knowledge: Coaching i...
Read > In previous articles I've examined the importance of coaches asking well formed questions. The best coaching questions produce an insightful response but we must listen actively too if we're to encourage the coachee to really think deeply. Listening ha...
Read > Asking questions is essentially the way that we can help the people we coach to find their own solutions in their own way. Asking a question honours the other person's knowledge and experience whereas giving an instruction ignores them. A probing question...
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