There are many definitions and uses for ‘Coaching’ and as Whitmore (2011) eloquently outlines;
“Coaching is not merely a technique to be wheeled out and rigidly applied in certain prescribed circumstances. It is a way of thinking, a way of being.” (WHITMORE J. 2011. Coaching for Performance)
What are the skills and qualities of a Coach and how are these defined considering behaviours as well as technique? The Association for Coaching sets out the core capabilities of a Coach under the headings of; • Knowledge
http://www.associationforcoaching.com/memb/ACCorrCo.doc (Appendix A).
Capabilities such as rapport are established by respecting an individuals values and beliefs, matching/mirroring body and language patterns. O’Conner & Lages (2004) explores the matching of thinking to enhance rapport through visual, auditory, kinaesthetic, olfactory and gustatory language patterns. These can be another tool in help to establish learning preferences of a client, removing barriers to learning, building trust and forming the basis for the Coaching relationship.
Its important to outline boundaries and codes of conduct for both parties, forming the ground rules and a Coaching Contract is considered to be good practice setting out expectations, timescales, preparation and commitment. They can also outline an organisations involvement in the relationship if there’s been financial investment in the procument of coaching support. An example of this can be found at; http://www.associationforcoaching.com/pub/SampleContract.pdf
Ethical boundaries need to be considered as the relationship is built on trust, confidentiality and openness between Coach and Client. Professional bodies such as the International Coaching Federation (ICF) set out standards of conduct for members, e.g. around conflict of interest, professional conduct and confidentiality. http://www.coachfederation.org.uk/
An effective coaching environment involves both...
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