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Coaching and Mentoring

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Coaching and Mentoring
Solutions to coaching and mentoring a large UK-based customer facing organisation over a two year period and beyond

Introduction

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 effectively improve manager performance within the organisation. Such a result can be achieved by identifying the potential barriers to success encountered when using coaching and providing solutions for them. The report will conclude by recommending ways to overcome the potential barriers and suggest ways to ensure cost effective delivery of coaching and mentoring over the two year period and beyond.

How coaching differs from training and how it can improve manager performance

Coaching can be seen as the use of silence, questions, and challenges to assist a coachee towards a defined work-based target. These are often present issues or ones that relate to the future (McLeod 2006). Therefore, coaching is an intervention aimed at helping the coachee to focus on and achieve their clearly defined goals. The coach uses open ended questions to provoke thought, raise awareness, and to inspire motivation and commitment (Ives 2008). From the range of coaching approaches diagram (Downey 2009) below, it shows that coaching can be generalised as being directive (push or hands on) or non-directive (pull or hands off).

[pic]

Whitmore (2003) suggests that hands-off approach should be applied whenever possible. Parsloe and Wray (2000)



References: Appelbaum, S., and Goransson, L. (1997) Transformational and adaptive learning within the learning organization: A framework for research and application. The Learning Organization, 4(3), pp. 115-128. Bachkirova, T. (2004) Dealing with issues of the self-concept and self-improvement strategies in coaching and mentoring, International Journal of Evidence Based Coaching and Mentoring, 2(2), pp. 29-40. Bandura, A. (1997) Self-efficacy: Toward a unifying theory of behavioural change, Psychology Review, 84, pp. 191-215. CIPD (2009) Taking the Temperature of Coaching- Coaching survey Summer 2009. London: CIPD. Dai, Z., Duserick, F., and Rummel, A.B. (2009) Creating a Learning Culture for Competitive Advantage. Competition forum, 7(1), pp. 17-24. Downey, M. (2003) Effective Coaching: Lessons from the coaches’ coach (2nd edition). USA: Cengage Learning. Downey, M. (2009) Coaching for Performance Improvement using the Inner game. BA Business and Human Resource Management, Birmingham City University, 14th Feb 2011 [Lecture Notes taken by Y. Fan]. Hindmarch, L. (2008) An exploration of the experience of self-doubt in the coaching context and the strategies adopted by coaches to overcome it. International Journal of Evidence Based Coaching and Mentoring, Special issue(2), pp. 1-13. Ives, Y. (2008) What is coaching? An exploration of conflicting paradigms. International Journal of Evidence Based Coaching and Mentoring, 6(2), pp. 100-113. Lawton-Smith, C., and Cox, E. (2007) Coaching: Is it just a new name for training? International Journal of Evidence Based Coaching and Mentoring, Special Issue, summer 2007, pp. 1-9. Leonardelli, G. J. and Arkin, M. A. (2002) Self-doubt and self-esteem: A threat from within. Personality and Social Psychology Bulletin, 28(3), pp. 395-408. McLeod, A. (2006) Me, Myself, My Team. 2nd ed. Crown House Publishing: London. Parsloe, E., and Leedham, M. (2009) Coaching and Mentoring: Practical conversations to improve learning (2nd ed.) London: Kogan Page. Parsloe, E., and Wray, M. (2000) Coaching and Mentoring, Kogan Page, London. Rogers, C. (1986) Carl Rogers on the development of the person-centred approach, Person- Centred Review, 1(3), pp.257-9. Rogers, J. (2004), Coaching Skills, Maidenhead: Open University Press. Rock, D. and Donde, R. (2008) Driving organisational change with internal coaching programmes: part 2. Industrial and Commercial Training, 40(2), pp.75-80. Skiffington and Zeus (2003) Behavioral coaching: How to build sustainable personal and organisational strength, McGraw-Hill Australia, Sydney, Australia. Taylor, S. E., and Brown, J. D. (1988) Illusion and well-being: A social psychological perspective on mental health, Psychology Bulletin, 103(3), pp. 193-210. Torbert, W. (1991) The power of balance: Transforming self, society, and scientific inquiry. Thousand Oaks, CA: Sage. Whitmore, J. (2003) Coaching for Performance, Nicholas Brealey Publishing, London.

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