Just as coaches are ‘there’ for their learners, supporting them, encouraging them and being a sounding board for what is happening in their work lives, so coaches also need to have support mechanisms and forums. Like coaching, definitions around coaching supervision vary. Bachkirova, Stevens and......
Highly developed listening skills sit alongside questioning skills as a core requirement of effective workplace coaches. Listening is something we all feel we do well but like any form of skill it needs to be practiced and developed to get the best from it. A......
As well as questioning and listening skills, there are approaches that can help both coach and learner to the situation, confidence and ability to move forward. Scaling – this applies a degree of measurement to the coaching process. It can be used in a few......
Below are some simple questions that can be used within the TGROW model. These are just a few, there are hundreds more you can use, find or develop. Coaches will often keep note of questions they which either have a big impact on the learner,......
“Coaching is a process, trust the process…” This simple but true quote is attributed to Eric Parsloe. At the heart of any coach’s approach is usually some form of coaching model. The model enables the coach to explore the topic or issue with the......
A good coach and mentor will stand out by the questions they ask, the listen they demonstrate and the learning they bring out in the learner. Being able to ask purposeful, impactful, challenging yet sensitive questions is a learnt skill and very powerful. Many coaches......
Whether you are aware of it or not many if not most of your behaviours, actions, words and decisions are influenced or led by your implicit or explicit set of values and beliefs. Being aware of what your specific values and beliefs are can......
Like any profession, coaching and mentoring is not exempt from the need to maintain paperwork and notes, thankfully there is little and there is learning for all in that which is created and used – there is a purpose to it! Most paperwork associated......
Whenever you are about to coach or mentor it is important to prepare yourself for the session ahead, just as you would encourage the learner to do the same. Prepping rooms, collating notes booking the meeting are a given, but it is the more psychological......
The initial meeting with a new coaching client can be unnerving especially for the new coach, wanting to be professional as possible and trying to remember all the elements they need to do. The first session with a client isn’t usually a coaching session,......
Coaching like projects, new initiatives or change programmes, has stakeholders. Some will be more important, some will be proactive and some silent partners who simply need to be updated periodically. Early identification of who these are for you from either introducing coaching to your organisation......
Whilst effective coaching and mentoring can play a valuable part in organisations there are barriers to it being considered and used operationally. These perceived or actual barriers in organisations are valuable to understand and more importantly address in order to increase the likelihood of success......
Building on from ‘What is coaching?’ it is important to differentiate coaching from other development approaches to understand the different roles and approaches of each. Training, Coaching and Mentoring all have their place in organisations to develop employees, but they all are different requiring different......
Coaching and coaches can add an enormous amount of value to organisations and employees, touching every facet of work, behaviour and leadership. Knowing where and how coaching can benefit organisation and employee alike can add significant support to conversations with stakeholders and decision makers when......
Many people and when asked if they offer coaching as part of their development say ‘yes of course we do coaching…’ This is when we dig deeper and ask some exploratory questions. Why do we do this? Experience tells us that people and organisations inadvertently......