MEDIUM TERM (1 year)
The attitude to a culture of coaching needs to change. Line managers at the moment generally don’t see this as their role. Line managers already have some of the necessary skills needed to coach but as ILM (2011) states “coaching is a management skill that people have to work on and improve. This calls for training, experience, ongoing development and support.” This therefore means that ongoing training will be needed. The way to support line managers and to make sure they believe in the importance of this programme is by using workshops and allowing managers to choose if they want to be involved or not. Forcing someone to be involved is likely to cause issues. Set the managers up for success with the understanding of
…show more content…
The main purposes that coaching and mentoring can be used for within this organisation is for everyone within the organisation to be fully involved within this programme so it meets the current and changing needs. Diversifying an organisation can be very disquieting for team members as change can be a difficult thing to take hold of. To succeed at coaching and mentoring, the team need to understand that the main role of this is to help people to learn and within this, that they are motivated to learn. The largest challenge is to ensure that the people in the organisation can cope will all the changes and therefore commit to bringing this forward. This is not just a benefit for the organisation but a benefit for the individual as their knowledge and skill within a role will grow and therefore more opportunities may arise and confidence may grow. Once coaching and mentoring have been implemented, the main priorities (IT skills and customer care) will naturally take shape and become embedded within all …show more content…
It is important for the line manager to want to be involved. If their full support is not within the programme, then they will likely lose focus and interest and the programme will fall. As stated in the recommendations, the line managers should be given the opportunity to choose whether they want to manage.
By bringing in this programme, it is obviously a necessity to see the value of what it has brought in since the launch. The CIPD (2009) shows us that the Child Benefit and Tax Credit Office, once implementing the coaching and mentoring programme, the front-line staff’s engagement had grown and they had realised that every individual within the business could make a difference. For this organisation to evaluate how the programme has helped, it is best to start with how their staff have improved.
Phillips and Phillips (2008) created a framework for business evaluation and often the best way to evaluate the outcome is by using a varied amount of feedback options and diagnostics. Mc Gurk (2010) stated that the best way to evaluate the outcomes is by following the
Describe P1 and Explain M1 four roles and four responsibilities of sports coaches, using examples of coaches from different sports.
I will inspire athletes to demonstrate good character. Sports do not have an influence on one’s character; however, coaches can strongly impact athletes’ character, both negatively and positively. For this reason, I will work to coach in ways that support the growth of athletes’ character and create learning opportunities and situations in which athletes can practice and learn from. As a coach, I will lead by example and demonstrate good character because actions speak louder than words. I will do this by embodying sportsmanship and respecting athletes, opponents, other coaches, and referees. I will also show this to athletes by respecting, caring, and being trustworthy. I will also lead by example by staying
Watt, L. (2004). Mentoring and coaching in the workplace: an insight into two leading leadership
This report will determine the value of coaching and mentoring; highlight some factors to consider when developing coaching and mentoring and show models and methods
The New York Jets are actively pursuing free agent quarterback Kirk Cousins. With four quarterbacks expected to go early in the 2018 NFL Draft, here’s why Gang Green should not waste their time signing him.
Collins (2009) explains how support is the most distinguishing factor in coaching (Collins, 2009, p. 85). The client needs to feel supported and respected to make strides in coaching (Collins, 2009, p. 85). I believe by welcoming my client and actively listening to the information being shared, as well as, guiding instead of giving advice, my client will be able to see I am committed to the coaching. I believe when these skills are presented and maintained within the coaching process, the client will be more willing to tackle difficult
Tell me about yourself and your background. (college you graduated from, where you coached, etc)
The use of coaching by individuals and organizations has increased rapidly in last decade. As role of coaching is growing over the time, so has the need to find ways of assuring quality of the coaching services being provided. Coaching supervision is an essential part for continuous professional development of coaches. It’s the essential link between theory and coaching practice, the main source of assuring quality, to mitigate the risks may inherent in coaching. It can also help to increase the return on an investment in coaching and to provide evidence of that return.
In Ray's last coaching discussion, he was challenged to increase his focus by not giving in to distractions and taking part in lengthy conversation with others. Ray was able to stay focused and less distracted, yet started to loose focus again towards the end of the year. I again challenge Ray to find ways to remain focused and avoid distractions. I encourage Ray to consider the Dale Carnegie course in the near future.
Mentoring is about nurturing the potential of the whole person; both however are about improving performance. There is a strong argument that coaching can be undertaken by line management or an individual within the organisation who has knowledge of processes and procedures. It is however more beneficial when mentoring to engage with someone from outside the organisation however it is essential to match personalities, research interests, experience and personal style.
The chartered Institute of Personnel and Development in the UK (CIPD 2009) reports that 79% of survey respondents are using coaching within their organisation and that 77% say coaching has been increasing in recent years. It is therefore no surprise that the large UK-based customer facing organisation, where I am hypothetically working as a human resources manager, has made a commitment to deliver coaching and mentoring to improve performance over the next two years. The aim of this report is to highlight how coaching and mentoring differs from training, and to also explain how the use of coaching can
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.
My topic is similar to yours. I have always been intrigued to examine the relationship between coach and athlete. In my experience, I have found coaches who provide positive support and are constructive with their criticism are more enjoyable to play for and give the athlete a more positive experience. Coaches that come across as condescending seem to push kids away from the game. It is important that the student-athlete has a positive experience, especially student-athletes at a young age. I feel if a student-athlete has a negative experience at the interscholastic level he or she will be less likely to stick with the sport.
Over the last several years, the issue of employee motivation inside the workplace has been increasingly brought to the forefront. The reason why is because, globalization has been having an effect on the ability of firms to compete (which is placing more pressure on them). To deal with these challenges, most organizations are relying on their employees. The results are that those employers who are able to use this resource will be able to make adjustments quickly. This is when the firm will be able to maintain their dominance in the marketplace.
Accompanied with the current shift towards more organic organisation structures and more emphasis on the learning organisation, mentoring provides a more all round experience to the mentees by getting them confident with their role with the organisation. It also improves communication throughout the organisation by allowing mentees to give feedback and learn in a not so formal fashion which helps people feel more relaxed and develops the formal and informal culture of the organisation.