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Javier LABRADOR MNDEZKatarina JOBBAGYOVA

Mei HA

Mlanie POUYMAYOURay ISILAR

UzairAHMAD

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o To be able to define COACHING

o To differentiate a coach from a mentor

o To know some theoretical models of coaching

o To understand the process of a coaching session

o Have firsthand experienceof coaching

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ERIC SCHMIDT

(ex-CEO of Google)

http://www.youtube.com/watch?v=a7qnTMvw92U&feature=player_embedded

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A process that enables learning and development tooccur and thus performance to improve

Parsloeand Leedham (2009)

y The process of helping people enhance or improvetheir performance through reflection on how they

apply a specific skill and/or knowledgeThorpe and Clifford, (2003)

Unlocking the persons potential to maximize theirown performance

Whitmore, (1996)

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Mentoring CoachingOngoing, long-term relationship Set duration, short-term relationship

Informal meetings => advices, guidance or

support

Structured in nature and meetings are

scheduled on a regular basis

ore experienced and ualified than thementee.

oach is a guide, not someone superior

Focus on career and personal development Focus on development/issues

Agenda is set by the menteeThe agenda is focused on achieving specific,immediate goals set by the client

Developing the mentee professionalDeveloping specific developmentareas/issues

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Hersey and Blanchard, 1977

Helps to identify the style ofleadership is required by thestaff

Guide: High will of staff to learnLow skill at the moment

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PHASE IPHASE II

PHASE IVPHASE III

Zeus & Skiffington (2007)

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Meeting with management

Coaching needs analysis, the coach-client protocol

Proposal of services

Coaching Contract

First contact with coachee

First coaching session

The coaching agreement

Second coaching session

Assessment

Report to management

Establishing the coaching partnership

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Establishing values, visions andspecific goals

Developing action strategies

ction Planning

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1) PERSONAL WELFARE

o Be prepared to face a change/choice/challenge

o Solve relationship difficultieso Fight a mental block

o Realise a dream

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2) PROFESSIONAL PERFORMANCE

o Optimise Resources

o Manage a conflict

o Gain a specific skill

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Resolution Coaching Support Coaching Transitional Coaching

Relational coaching

Employment Coaching Decision/arbitrationCoaching

Project Coaching Objectives/Performance Coaching

Functional Coaching

Career Coaching Conflict Coaching

Personal andprofessional

DevelopmentCoaching

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SMART goalGoal

A clear statement of what is happeningat the moment in the terms of the GoalReality

A list of Options which should get theclient around all of the ObstaclesOptions

A list of action steps which the client iscommitted to and help move the client

towards their Goal

What next?

The GROW model(Whitmore, 1997)

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The GROW model

Example:

y Goal- To give a sound presentation on HRD in two

weeks timey Reality- Lack of knowledge in the area

y Obstacles/Options- Read about HRD

y What is to be done next?- Go to the library, speak to ateacher for advice

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y3 minutes for the activity

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SMART goalGoal

A clear statement of what is happeningat the moment in the terms of the GoalReality

A list of Options which should get theclient around all of the ObstaclesOptions

A list of action steps which the client iscommitted to and help move the clienttowards their Goal

What next?

The GROW model(Whitmore, 1997)

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1) LACK OF REGULATION:

oAheterogeneous sectoro No central authority

o No certifications

o No clear boundaries

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2) DIFFICULT PERFORMANCEMEASUREMENT:

Evaluation is often ignored because of thecosts and time required.

o How easy is to calculate the Return on Investment of acoaching session ?

- Kirkpatrick model or RoE

- When the result must be measured?

- Who can access to the results ?

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3) CUSTOMERS HEALTH & SECURITY:

o Risks ofManipulation

o Risks ofDependent relationship

o Confidentialityissues: No deontology

o Psychological damage: coaches are notpsychologists

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Coaching

Foreveryone

Personal Welfare or

Professional Performance

Not a mentor

GROW Model

Feedback & EvaluationProcess

Growing market

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References

Youtube. Schmidt Everyone needs a coach Video Fortune.Available at:http://www.youtube.com/watch?v=a7qnTMvw92U&feature=player_embedded. Accessed 14.03.11

Renton.J (2009). Coaching & Monitoring. what they are and how to make the most of them (theeconomist)

McMahon, Palmer, Wilding (2006).Achieving an excellence in your Coaching Business

Jarvis J., Lane DA, Fillery-travis A (2007). The case for Coaching

Gold J., Holden R, Iles, Stewart J & Beardwell J (2010). Human resources development, theory and practice.

Parsloe E., Leedham M. (2009) Coaching and Mentoring-Practical Conversations to Improve Learning, 2nd

edition, London: Kogan Page

Thorpe S., Clifford J. (2003) The Coaching Handbook-An Action Kit for Trainers and Managers, London:Kogan Page

Whitmore J. (1996) Coaching for Performance- Growing Human Potential and Purpose, 2nd edition,London: Nicholas BrealeyPublishing

Zeus & Skiffington. (2007) The Coaching at Work Toolkit, McGraw-Hill