DCS Assessment: Relationship With A Client
CLDP-DCS Assessment (Part 1)
One of the key features of coaching is the relationship with a client. A coach and a coachee form an alliance, a team. Coaching is not a boxed product like workshop or training. It is an individually targeted (goal-oriented for specific person) collaboration.
Although the process is created by two parties, it is concentrated around the coachee working on own development and goals. Coach’s success is defined by client’s success and results achieved.
We assume that everything we need to achieve goals (strength, answers, potential) is in a coachee himself and it is undesirable to lead him somewhere giving advice or identifying his goal instead of him, though it’s typical for directive style. In non-directive style …show more content…
The difference between coaching and other methods of development is easier to understand using the example of a person who wants to learn to roller-skate:
• The analyst will find out what the client’s feelings were when he fell while roller-skating as a child (immerses the client in the past experience to find out the cause of problems)
• The trainer will show and teach how to stand, brake and fall
• The consultant will tell the client about roller-skates and manufacturers, equipment, key events and locations for practicing
• The coach will be on the skates next to his client asking: Where do you want to get and how? (Coach does not offer ready-made solutions but asks what his client wants, stands next to him and supports him all the way towards the goal)
More clearly, it is represented in the table:
Role
Goal
Approach …show more content…
BEAVERS K., REA A. (2010) Learning and Development Practice. London: CIPD
2. BEE F., BEE R., (2003) Learning needs analysis and evaluation. 2nd ed. (reprinted 2009) London: CIPD
3. CLUTTERBUCK D., MEGGINSON D. (2005) Making coaching work: creating a coaching culture. London: CIPD
4. Downey M. (2003) Effective Coaching: Lessons from the Coach 's Coach (3th Edition) Cengage Learning
5. Gilbert A., Whittleworth K. (2011) The OSCAR Coaching Model - Simplifying Workplace Coaching [Kindle Edition] Available at: http://clck.ru/8pmh5 [Accessed 02 September 2013]
6. HARRISON R. (2009) Learning and Development. 5th edition. London: CIPD
7. Whitmore J. (2009) Coaching for Performance: GROWing Human Potential and Purpose: The Principles and Practice of Coaching and Leadership... (4th Edition) Nicholas Brealey Publishing
8. Whitworth L., Kimsey-House H., Sandahl P. (2011) Co-Active Coaching, 3rd Edition: Changing Business, Transforming Lives. Nicholas Brealey Publishing
9. CIPD. [2011] The coaching climate. Survey report. Available at: http://www.cipd.co.uk/binaries/Coaching%20climate%202011.pdf [Accessed 30 August 2013]
10. Materials of CLDP Course (Unit 3DCS, CIPD
One of the key features of coaching is the relationship with a client. A coach and a coachee form an alliance, a team. Coaching is not a boxed product like workshop or training. It is an individually targeted (goal-oriented for specific person) collaboration.
Although the process is created by two parties, it is concentrated around the coachee working on own development and goals. Coach’s success is defined by client’s success and results achieved.
We assume that everything we need to achieve goals (strength, answers, potential) is in a coachee himself and it is undesirable to lead him somewhere giving advice or identifying his goal instead of him, though it’s typical for directive style. In non-directive style …show more content…
The difference between coaching and other methods of development is easier to understand using the example of a person who wants to learn to roller-skate:
• The analyst will find out what the client’s feelings were when he fell while roller-skating as a child (immerses the client in the past experience to find out the cause of problems)
• The trainer will show and teach how to stand, brake and fall
• The consultant will tell the client about roller-skates and manufacturers, equipment, key events and locations for practicing
• The coach will be on the skates next to his client asking: Where do you want to get and how? (Coach does not offer ready-made solutions but asks what his client wants, stands next to him and supports him all the way towards the goal)
More clearly, it is represented in the table:
Role
Goal
Approach …show more content…
BEAVERS K., REA A. (2010) Learning and Development Practice. London: CIPD
2. BEE F., BEE R., (2003) Learning needs analysis and evaluation. 2nd ed. (reprinted 2009) London: CIPD
3. CLUTTERBUCK D., MEGGINSON D. (2005) Making coaching work: creating a coaching culture. London: CIPD
4. Downey M. (2003) Effective Coaching: Lessons from the Coach 's Coach (3th Edition) Cengage Learning
5. Gilbert A., Whittleworth K. (2011) The OSCAR Coaching Model - Simplifying Workplace Coaching [Kindle Edition] Available at: http://clck.ru/8pmh5 [Accessed 02 September 2013]
6. HARRISON R. (2009) Learning and Development. 5th edition. London: CIPD
7. Whitmore J. (2009) Coaching for Performance: GROWing Human Potential and Purpose: The Principles and Practice of Coaching and Leadership... (4th Edition) Nicholas Brealey Publishing
8. Whitworth L., Kimsey-House H., Sandahl P. (2011) Co-Active Coaching, 3rd Edition: Changing Business, Transforming Lives. Nicholas Brealey Publishing
9. CIPD. [2011] The coaching climate. Survey report. Available at: http://www.cipd.co.uk/binaries/Coaching%20climate%202011.pdf [Accessed 30 August 2013]
10. Materials of CLDP Course (Unit 3DCS, CIPD