A series of processes whereby an experienced person (coach or coach) facilitates the development of a less-experienced colleague (coachee or protégé)
“...Coaching is about clearing roadblocks, unlocking potential and filling gaps between where employees are and where they would like to be…”– KPMG People Resources
”Nine in 10 executives believe coaching to be worth their time and dollars. The average return was more than $5 for each $1 spent." -- Manchester survey of 140 companies, The Denver Post,
Coaching and mentoring share many similarities so it makes sense to outline the common things coaches and mentors do whether the services are offered in a paid (professional) or unpaid (philanthropic) role.
Our firm would facilitate the exploration of needs, motivations, desires, skills and thought processes to assist the individual in making real, lasting change to help you lead your business.
This is done by using questioning techniques to facilitate your own thought processes in order to identify solutions and actions rather than takes a wholly directive approach. Our approach requires supporting the client in setting appropriate goals and methods of assessing progress in relation to these goals.
This includes observing, listening and asking questions to understand the client's situation. Our specialists will creatively apply tools and techniques which may include one-to-one training, facilitating, counseling & networking.
Encourage a commitment to action and the development of lasting personal growth & change. Maintain unconditional positive regard for the client, which means that the coach is at all times supportive and non-judgmental of the client, their views, lifestyle, and aspirations.
Ensure that learners develop personal competencies and do not develop unhealthy dependencies on the coaching or mentoring relationship. Evaluate the outcomes of the process, using objective measures wherever possible to ensure the relationship is successful and the client is achieving their personal goals.
Encourage learners to continually improve competencies and to develop new developmental alliances where necessary to achieve their goals.
Work within their area of personal competence.
Possess qualifications and experience in the areas that skills-transfer coaching is offered. Manage the relationship to ensure the client receives the appropriate level of service and that programmers are neither too short, nor too long.