CoachingEssay Preview: CoachingReport this essayCOACHINGSUMMARY:Coaching is an integrated set of actions, aimed at boosting the performance of an individual or team. Coaching includes:A context of trust and understandingUse of ÐŽÒaskÐŽ¦, not only ÐŽÒtellÐŽ¦Agreement on the goalsStretching opportunities to performOngoing, ad hoc, feedbackPeriodically, coaching sessions of greater depthA recognition by the line manager of the obligation to coach, and the incentives to do soCoaching is an integrated set of actions aimed at boosting a colleagueÐŽ¦s performance ÐŽV so that the person being coached (the ÐŽÒcoacheeÐŽ¦) reaches his or her full potential, or even re-defines their view of their own potential.
Coaching Essay Preview: CoachingReport this essayCoaching in the public school setting, or on the sidelines, is more effective than coaching a teammate, a coach, or a trainer in a sport of which they otherwise do not make the choice. A coach in the public school setting has a responsibility to encourage these players to play as well as those who want to play football. Coaching in football requires a well-organized group of people to support them, and the players are typically instructed to be there when players are injured, often to provide support for them through physical activity, and when injuries occur, as well. Coaching in school (or in a group setting) has been shown to lead to significant, lasting changes in individual player performance and results.Coaching is an integrated set of actions aimed at boosting a teammateÐŽ¦’s performance so that the person being coached (the ÐŽÒcoach) reaches his or her full potentialÐŽ.
Coaching Essay Preview: CoachingReport this essayCoaching is at its minimum level the work of a group leader, but it is a great tool to assist employees and the students in learning about teamwork, to show others how effective teamwork is, and to share how team members can improve the organization.Coaching is at its minimum level the work of a group leader, but it is a great tool to assist employees and the students in learning about teamwork, to show others how effective teamwork is, and to share how team members can improve the organization.
Coaching Essay Preview: CoachingReport this essayCoaching is a great tool in helping employees find common ground about their abilities, training, and experience. Coaching is an integrated set of actions aimed at boosting a managerÐŽ¦s performance, as opposed to focusing on each individual and team (as with more traditional coaching) only. Coaching is an integrated set of actions aimed at boosting the employeeÐŽ¦ÐteamЦ’s performance, as opposed to focused on each individual the team (as with more traditional coaching) is based solely on the individual performance. Coaching is a collaborative experience with an employee based on team work. Teams work together to bring in as many members as possible, and in some teams may employ one or more coaches to help them achieve their goals. Coaching is also a collaborative activity with
Coaching Essay Preview: CoachingReport this essayCoaching in the public school setting, or on the sidelines, is more effective than coaching a teammate, a coach, or a trainer in a sport of which they otherwise do not make the choice. A coach in the public school setting has a responsibility to encourage these players to play as well as those who want to play football. Coaching in football requires a well-organized group of people to support them, and the players are typically instructed to be there when players are injured, often to provide support for them through physical activity, and when injuries occur, as well. Coaching in school (or in a group setting) has been shown to lead to significant, lasting changes in individual player performance and results.Coaching is an integrated set of actions aimed at boosting a teammateÐŽ¦’s performance so that the person being coached (the ÐŽÒcoach) reaches his or her full potentialÐŽ.
Coaching Essay Preview: CoachingReport this essayCoaching is at its minimum level the work of a group leader, but it is a great tool to assist employees and the students in learning about teamwork, to show others how effective teamwork is, and to share how team members can improve the organization.Coaching is at its minimum level the work of a group leader, but it is a great tool to assist employees and the students in learning about teamwork, to show others how effective teamwork is, and to share how team members can improve the organization.
Coaching Essay Preview: CoachingReport this essayCoaching is a great tool in helping employees find common ground about their abilities, training, and experience. Coaching is an integrated set of actions aimed at boosting a managerÐŽ¦s performance, as opposed to focusing on each individual and team (as with more traditional coaching) only. Coaching is an integrated set of actions aimed at boosting the employeeÐŽ¦ÐteamЦ’s performance, as opposed to focused on each individual the team (as with more traditional coaching) is based solely on the individual performance. Coaching is a collaborative experience with an employee based on team work. Teams work together to bring in as many members as possible, and in some teams may employ one or more coaches to help them achieve their goals. Coaching is also a collaborative activity with
a= mented by the employee in order to ensure that the team and their individual leader, at the same time, can meet their aspirations. It’s important to recognize that coaches and a team are no different here; the teams can’t coexist to achieve their goals; the coalesce can have as much influence, since all participants need to feel that they have some sort of shared responsibility.
Coaching Essay: CoachingReport this essay Coaching is an integrated set of actions aimed at enhancing Team A’s self-development and understanding of team culture, as opposed to focusing on each individual, team, and individual. Coaching is a collaborative experience with an employee. Teams work together, using the best knowledge and tools available to them and their individual leaders, and in some teams may employ one or more coaches to help them achieve their goals. Coaching is a collaborative experience with an employee. Teams work together, using the best knowledge and tools available to them and their individual leaders, and in some teams may employ one or more coaches to help them achieve their goals. Coaching is not an academic exercise in favor of an off-the-record review of their team, but rather a structured interaction between a different team with different philosophies, and a different employee group using it.
Coaching essay: CoachingReport this essayCoaching is an integrated set of actions aimed at enhancing Team A’s self-development and understanding of team culture, as opposed to focusing on each individual, team, and individual. Coaching is a collaborative experience with an employee. Teams work together, using the best knowledge and tools available to them and their individual leaders, and in some teams may employ one or more coaches to help them achieve their goals. Coaching is not an academic exercise in favor of an off-the-record review of their team, but rather a structured interaction between a different team with different philosophies, and a different employee group using it. Coaching is not an academic exercise in favor of an off-the-record review of their team, but rather a structured interaction between a different team with different philosophies, and a different employee group using it. Coaching is a collaborative learning experience of an employee. It is the first opportunity for co-workers and co-workers to collaborate on how to improve and share their knowledge between teams. It is an interaction between teams that includes building skills and building skills within specific areas. Coaching is also a collaborative learning experience of an employee. Thereafter, co-workers and researchers will work cooperatively to develop and implement common ideas to improve those common concepts. This kind of co-management ensures that teams and employees are not competing in their understanding, and that the shared knowledge is valued and honored among the team. Coaching is a collaborative learning experience of an employee. It is the first opportunity for co-workers and co-workers to collaborate on how to improve and share their knowledge between teams. It is an interaction between teams that includes building skills and building skills within specific areas. Coaching is also a collaborative learning experience of an employee. Thereafter, co-workers and researchers will work cooperatively to develop and implement common ideas to improve those common concepts. Coaching is
In the business world, coaching is a systematic form of on-the-job training, provided by professional outsiders, by peers, or (preferably) by the coacheeÐŽ¦s line manager.
Coaching typically aims to build skills in communications (written and oral), problem-solving, teamwork, selling, or even to enhance personal characteristics such as ÐŽÒimpactÐŽ¦.
1. CONTEXT OF TRUST AND UNDERSTANDINGFor coaching to be effective, the coach and coachee must first agree explicitly on how the coaching will be delivered. A brief discussion will normally suffice if the coach is the coacheeÐŽ¦s line manager. If the coach is an external professional, a written contract is advisable.
In addition, however, the coach and coachee need to trust and understand each other.Firstly, and most importantly, the coachee needs to trust that the coach is not continually trying to evaluate him or her. In corporations or teams in which the culture is highly evaluative, junior people typically do not ask their line managers for coaching support ÐŽV they avoid showing weakness or ignorance. Creating enough trust to start a coaching relationship can sometimes prove more difficult than actually delivering the subsequent coaching! But the effective coach-cum-manager will find a creative solution to this ÐŽV as the mini-case below illustrates.
Secondly, the coach needs to understand what motivates the coachee to perform strongly in the relevant areas ÐŽV and whether any under-performance derives from a lack of skill, or from a lack of will (since the approach to coaching might differ in these two cases).
Finally, the coachee needs to understand how the coach most likes to deliver coaching. This topic is often overlooked ÐŽV but the truly great coach-cum-manager typically helps the coachee understand his preferences.
2. ÐŽÒASKÐŽ¦ NOT JUST ÐŽÒTELLÐŽ¦In all aspects of coaching, the effective coach will more often ask questions than tell answers. This applies both when providing feedback about the coacheeÐŽ¦s prior under-performance, as well as when generating ideas about how to improve that performance.
This use of ÐŽÒaskÐŽ¦ as opposed to ÐŽÒtellÐŽ¦ more often creates an ÐŽÒAha!ÐŽ¦ insight in the coachee, and deeper understanding. It is the hallmark of the excellent coach.
3. AGREED GOALSCrucial to the coaching process are explicit goals for the coachee. This may spring from a recent annual appraisal, from the requirements of a new role, or from some new aspiration by the coachee.
Whatever the initial statement of the goal, the effective coach will probe it, addressing two issues with his coachee. First: is the goal in the correct area ÐŽV e.g., ÐŽ§you aim to improve your writing, but should you be focusing on your presentation skills instead?ÐŽÐ Second: is the aspiration high enough ÐŽV e.g., ÐŽ§you want to run a four-minute mile, but how about aiming for five seconds faster than that?ÐŽÐ.
4. STRETCHING OPPORTUNITIESPractice makes perfect ÐŽV but feedback alone will not. Central to any increased performance by the coachee is the opportunity to confront new challenges in the skill area on which he or she is working.
This is why line-managers are potentially the best coaches of their team members ÐŽV they can directly assign tasks which will allow the coachee to hone the relevant skills.
If a longer-term role is not immediately available, or is inappropriate, the stretching opportunities may be presented in a temporary, project-based, role.
5. AD HOC FEEDBACKFeedback is one of the coachÐŽ¦s most important techniques.Ineffective managers tend to provide feedback using generalities, such as ÐŽ§your presentations lack impactÐŽÐ.Such negative forms of feedback leave the coachee feeling blamed, defensive, uncertain, and lacking in confidence and self-esteem.By contrast, constructive feedback focuses on specific skills and improvements needed. It clarifies ÐŽÒwhere the coachee standsÐŽ¦ and what to do next, and leaves the person feeling helped rather than merely judged. With this in mind, effective coaches deliver constructive feedback in three parts.
First, the coach is specific in replaying actions that the coachee took ÐŽV e.g., ÐŽ§during your last presentation, you avoided answering a question that had been raised, and instead presented another chart.ÐŽÐ
Second, the coach highlights the implications ÐŽV e.g., ÐŽ§this made the audience feel that you were uncertain about your material, and uninterested in their concerns.ÐŽÐ
Finally, the coach suggests a desired outcome ÐŽV e.g., ÐŽ§next time, try to allow time for questions, and respond to them clearly.ÐŽÐThis three-part approach (Action, Impact, Desirable outcome ÐŽV or AID for short), is the key to providing useful feedback. It is particularly effective if the three points can be elicited using ÐŽÒaskÐŽ¦ mode (e.g., ÐŽ§Which parts of your presentation worked best / least well? What was the impact of this? What could you do differently next time?ÐŽÐ).
Even when delivering positive feedback (i.e., praise), effective coaches use the first two steps of this approach. By specifically highlighting the Action and the Impact, the coachee can more fully understand why he had ÐŽÒdone