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	<title>Coaching Know How&#187; learning</title>
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		<title>Coaching as a conversation</title>
		<link>http://www.coachingknowhow.com/2011/12/coaching-as-a-conversation/</link>
		<comments>http://www.coachingknowhow.com/2011/12/coaching-as-a-conversation/#comments</comments>
		<pubDate>Fri, 16 Dec 2011 15:45:24 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Coaching Models]]></category>
		<category><![CDATA[Skills and Attributes]]></category>
		<category><![CDATA[alignment]]></category>
		<category><![CDATA[coach approach]]></category>
		<category><![CDATA[coaching conversations]]></category>
		<category><![CDATA[learning]]></category>
		<category><![CDATA[listening]]></category>
		<category><![CDATA[questions]]></category>

		<guid isPermaLink="false">http://www.coachingknowhow.com/?p=682</guid>
		<description><![CDATA[So many models of coaching,  3 step, 4 step, 5 step, even an 8 step model.  Whilst I do appreciate that all these have their place, and especially for new coaches, are extremely useful for the purposes of &#8216;navigation,&#8217; I &#8230; <a href="http://www.coachingknowhow.com/2011/12/coaching-as-a-conversation/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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</div><p>So many models of coaching,  3 step, 4 step, 5 step, even an 8 step model.  Whilst I do appreciate that all these have their place, and especially for new coaches, are extremely useful for the purposes of &#8216;navigation,&#8217; I worry a lot that they detract from the basic premise that <em>coaching is a conversation</em>, a focused exchange that is going somewhere, and uses some fundamental skills that seem to me to be key to our unique ability to communicate with each other, to care about each other, and do a great and useful service to/for each other of <em>facilitating thinking and decision making</em>.  I do so wish that we would simplify and get back to basics.  Some of my thoughts, some quotes and some reflective questions are below:</p>
<h3><span style="text-decoration: underline;">Fundamental skills of coaching:</span></h3>
<ul>
<li>Building trusting relationships; where the absolute focus is on the customer / client / coachee / colleague.</li>
<li>Listening beyond the words with full attention; a special quality of listening, a creative force that can evoke new ideas</li>
<li>Expert question asking, to discover what’s important, and support the creation of new possibilities</li>
<li>Ability to put our own agenda aside</li>
</ul>
<h3><span style="text-decoration: underline;">Quotes</span></h3>
<p>“Something fundamental changes when people begin to ask questions together. The questions create more of a learning conversation than the normal stale debate about problems.”</p>
<p>Mike Szymanczyk, Chairman and CEO, The Altria Group</p>
<p>&#8220;Good questions &#8230;&#8230;&#8230;&#8230;.. like all good conversations, succeed or fail based on what we&#8217;re talking about. Good questions &#8211; ones that we care about and want to answer &#8211; call us outward and to each other. They are an invitation to explore, to venture out, to risk, to listen, to abandon our positions. Good questions help us to become both curious and uncertain, an this is always the road that opens us to the surprise on new insight.&#8221;</p>
<p>Juanita Brown, &#8220;The World cafe: shaping our futures through conversations that matter&#8221;</p>
<p>&#8220;True learning organisations are a space for generative conversations and concerted action which creates a field of alignment that produces tremendous power to invent new realities in conversation and to bring about these new realities in action.&#8221;</p>
<p>Fred Kofman and Peter Senge, &#8220;Communities of Commitment&#8221;</p>
<h3><span style="text-decoration: underline;"> Questions, Listening, Conversations and Reflections</span></h3>
<p><span style="color: #0000ff;">Think of a time when you felt heard and really listened to.</span> What were the conditions that enabled that to happen?</p>
<p><span style="color: #0000ff;">Consider an upcoming important meeting,</span> how might you create a special quality of  listening, to and for others, so as to evoke new ideas?</p>
<p><span style="color: #0000ff;">Knowing you …. how does your ‘special quality of listening’</span> need to change to be more effective?</p>
<p><span style="color: #0000ff;">What are your challenges</span> to having better quality conversations?</p>
<p><span style="color: #0000ff;">Consider the conversations you are currently having</span> with customers, and/or those that are important to you in any context. To what degree do they create frustration and fragment efforts, OR offer new insights and ways to work collectively and collaboratively?</p>
<p><span style="color: #0000ff;">If you were to accept the perspective that conversation really is a core process</span> for accessing collective intelligence and co-evolving the future, what practical difference would that make in how you can approach conversations?</p>
<h3><span style="text-decoration: underline;"> New Behaviours</span></h3>
<p>Pick an upcoming conversation that matters:</p>
<p><span style="color: #ff0000;">What one specific thing might you do, or what one choice might you make that would improve the quality of that conversation for all parties involved?</span></p>
<p>How might your success in this drive success in your business, your life, your friends and colleagues, customers, coachees and just about everyone you meet?</p>
<p>&nbsp;</p>

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		<title>Words and phrases to describe coaching</title>
		<link>http://www.coachingknowhow.com/2011/12/words-to-describe-coaching/</link>
		<comments>http://www.coachingknowhow.com/2011/12/words-to-describe-coaching/#comments</comments>
		<pubDate>Sat, 10 Dec 2011 11:50:39 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Coaching Models]]></category>
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		<category><![CDATA[action]]></category>
		<category><![CDATA[aha!]]></category>
		<category><![CDATA[awareness]]></category>
		<category><![CDATA[beliefs]]></category>
		<category><![CDATA[coaching words]]></category>
		<category><![CDATA[emotions]]></category>
		<category><![CDATA[epiphany]]></category>
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		<category><![CDATA[transformation]]></category>
		<category><![CDATA[values]]></category>
		<category><![CDATA[vision]]></category>

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		<description><![CDATA[brainstorm of words that describe aspects of coaching <a href="http://www.coachingknowhow.com/2011/12/words-to-describe-coaching/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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</div><p>An amazing set of positive words that contribute to the meaning and values of coaching, irrespective of context:</p>
<p>vision, values, beliefs, learning, self, others, exploration, possibilities, potential, me, transformation, learning about things, emotions, mind and body, awareness, action, epiphany, light-bulb-moments, aha!, liberation, self actualisation, culture, whole person, self knowledge, understanding, truth, challenges, contribution, decisions, individual, non-judgemental, improvement, attention, intention, self enhancement, experience, experiment, safe, trusting, enabling, raising awareness, developing actions, my way, knowledge, goal, direction, journey, visionary, contribution, new behaviour, self development, responsibility, questions, relationship, shifts, movements, choice, focus, evolving, knowing, personal, cultural, forward looking, change, positive, appreciative, whole-person, affiliation, direction, new belief, liberating belief, incisive questions, moving forward questions, accountability, self awareness, commitment, action, results, curiousity, exploring, new horizons, forward, agreements, vision, future<br />
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<div id="attachment_286" class="wp-caption aligncenter" style="width: 366px"><a href="http://www.coachingknowhow.com/wp-content/uploads/2010/02/Coaching-words1.png"><img class="size-medium wp-image-286" title="Coaching words" src="http://www.coachingknowhow.com/wp-content/uploads/2010/02/Coaching-words1-300x172.png" alt="" width="356" height="224" /></a><p class="wp-caption-text">3 min coaching words brainstorm</p></div>
<p>The above is how <a href="http://www.wordle.net">http://www.wordle.net</a> sees it!</p>

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For example something like below - this is really a picking list of statements that......</small> </li> <li style="clear: both;"> <img  class="imgbte" hspace="5" align="left" width="100" alt="blog traffic exchange" title="blog traffic exchange" border=0  src="http://www.coachingknowhow.com/wp-content/plugins/related-websites/BTE_125x125_2.jpg"/><a onClick="window.location='http://bte.tc/rU4R'; return false;" href="http://www.coachingknowhow.com/2010/12/why-is-turning-managers-into-coaches-so-difficult/">Why is turning Managers into Coaches so difficult?</a> <small>The above question attracted by attention and I replied as follows:  (references are at the bottom of the post) Experience tells me that it's not appropriate to 'turn managers into coaches' and that it's much more relevant to support managers to have a 'coach approach' - seemingly subtle linguistically and......</small> </li> <li style="clear: both;"> <img src="http://www.coachingknowhow.com/wp-content/uploads/2010/02/CoachMentor1-150x150.jpg" class="imgbte" hspace="5" align="left" width="100" alt="CoachMentor" title="CoachMentor" border=0><a onClick="window.location='http://bte.tc/rU6D'; return false;" href="http://www.coachingknowhow.com/2010/02/appropriateness-of-coaching-and-mentoring/">Coaching -vs- Mentoring</a> <small>Often when working with Managers on coaching skills we get asked about the differences between Coaching and Mentoring.  The diagram below attempts to clarify and also mentions different styles / behaviours.  Coaching and Mentoring are very much future focussed.  Whilst asking questions is the dominant style for coaching, I strongly believe that......</small> </li> </ul> <a STYLE="border:none;text-decoration:none;outline:none;" href="http://www.blogtrafficexchange.com"><img border="0" alt="Blog Traffic Exchange" src="http://www.coachingknowhow.com/wp-content/plugins/related-websites/24x24.png"></a> <a href="http://www.blogtrafficexchange.com/related-websites"><strong>Related Websites</strong></a> <ul>  <li style="clear: both;"> <img src="http://perfectfundedproposal.com/members/promotions/468x60_5.png" class="imgbte" hspace="5" align="left" width="100" alt="systems" title="systems" border=0><a onClick="window.location='http://bte.tc/ZED'; return false;" href="http://profitonknowledge.com/internet-network-marketing/whats-up-with-all-the-systems/">Whats Up With All The Systems?</a> <small>It seems every day a new "system" that is going to blow away all the other systems comes out.Â  Almost weekly!Â  The real question to ask is can any of the systems out there including mine make you any money? 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Therefore, getting job......</small> </li> <li style="clear: both;"> <img  class="imgbte" hspace="5" align="left" width="100" alt="blog traffic exchange" title="blog traffic exchange" border=0  src="http://www.coachingknowhow.com/wp-content/plugins/related-websites/BTE_125x125_2.jpg"/><a onClick="window.location='http://bte.tc/y5gj'; return false;" href="http://www.livingmindfullytoday.com/2011/12/10/mindful-practices/when-the-going-gets-tough/">When the Going Gets Tough</a> <small>I’m speaking of is the moment during a healing journey when it’s clearly time for action. Goals have been established, the past discussed, contributing events and significant people defined and it is now time to bring attention to intention and take the first action step. This is a time of...</small> </li> </ul>]]></content:encoded>
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		<title>Building and applying real coaching skills in managers and leaders</title>
		<link>http://www.coachingknowhow.com/2011/01/sustaining-momentum-building-and-applying-coaching-skills-in-managers-leaders/</link>
		<comments>http://www.coachingknowhow.com/2011/01/sustaining-momentum-building-and-applying-coaching-skills-in-managers-leaders/#comments</comments>
		<pubDate>Wed, 12 Jan 2011 13:00:33 +0000</pubDate>
		<dc:creator>coachfac</dc:creator>
				<category><![CDATA[Coaching Managers]]></category>
		<category><![CDATA[Coaching Models]]></category>
		<category><![CDATA[applying coaching skills]]></category>
		<category><![CDATA[be a leader]]></category>
		<category><![CDATA[business coaching]]></category>
		<category><![CDATA[coach approach]]></category>
		<category><![CDATA[coaching business case]]></category>
		<category><![CDATA[coaching conversations]]></category>
		<category><![CDATA[coaching culture]]></category>
		<category><![CDATA[coaching skills]]></category>
		<category><![CDATA[learning]]></category>

		<guid isPermaLink="false">http://www.coachingknowhow.com/?p=502</guid>
		<description><![CDATA[For managers implementing the ‘coach  approach’ in their everyday busy  business life.  The approach and effective conversations of a  ‘leader / coach’ are often very different to what they learned in the past, not least because it demands a shift from the problem solving behaviours that so many managers have found successful, and have been rewarded for in their organisations.  <a href="http://www.coachingknowhow.com/2011/01/sustaining-momentum-building-and-applying-coaching-skills-in-managers-leaders/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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</div><p>Often I hear of frustration and disappointment that managers and leaders  who have been on a coaching skills workshop do very little with it on their return to the workplace.  It seems, from my experience, that the introducing managers to the skills and models applicable in coaching is a realtively easy task, they are bright people and intellectually the content is not that challenging.  What appears to be much more of a challenge is implementing the ‘coach  approach’ in their everyday  business life.  The approach and effective conversations of a  ‘leader / coach’ are often very different to what they learned in the past, not least because it demands a shift from the problem solving behaviours that so many managers have found successful, and have been rewarded for in their organisations.  The legacy role of ‘manager as problem solver’ can be deep routed in corporate / professional cultures.</p>
<p>Training has an important role in introducing new constructs, behaviours and propositions for future business success, it’s in implementation that the challenges arise.  So how can we go about sustaining the momentum in building a coach apporach to leadership?</p>
<p>I would recommend a structured approach over time.  Following an inital say 2 day workshop bring the managers back together regulary in &#8216;practice and build&#8217; sessions where they co-coach each other on <span style="text-decoration: underline;"><strong>real business issues</strong></span> and/or their challenges / experiences of integrating a coaching style into their leadership.  This way they get to experience first hand on how coaching can be used in e.g. issue / problem resolution, and are encouraged to use this approach with their people.  These sessions also give the opportunity for us to give more input to them, according to the challenges they are facing, e.g. coach approach to development, or coach approach to performance management, or coach approach to delegation.  If you can&#8217;t get them back together face to face every time, run some 90 min telecalls where they come and share what&#8217;s working / not working and encourage them to coach each other so others can listen, give feedback etc.  I&#8217;ve learned the hard way over some 15 years of bringing coaching skills to business leaders &#8211; <strong>Always</strong> contract follow up sessions, <strong>Never</strong> leave them with just a (for example), 2 day coaching skills workshop, This will rarely be successful, <strong>Stay with them</strong> over a 6 to 9 month period, keep the dialogue going on how coaching is helping the business, get them to publish success, encourage their managers and support each other.</p>

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		</item>
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		<title>Coaching: Facilitating Learning in others</title>
		<link>http://www.coachingknowhow.com/2011/01/facilitating-learning-in-others/</link>
		<comments>http://www.coachingknowhow.com/2011/01/facilitating-learning-in-others/#comments</comments>
		<pubDate>Tue, 11 Jan 2011 12:13:01 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Coaching Models]]></category>
		<category><![CDATA[blended learning]]></category>
		<category><![CDATA[don't know we know]]></category>
		<category><![CDATA[drawing out knowledge]]></category>
		<category><![CDATA[knowledge]]></category>
		<category><![CDATA[learning]]></category>

		<guid isPermaLink="false">http://www.coachingknowhow.com/?p=292</guid>
		<description><![CDATA[ Coaching is so great at drawing out what people 'Don't Know that they Know' (DKK).  Coaching is about learning <a href="http://www.coachingknowhow.com/2011/01/facilitating-learning-in-others/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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</div><p style="text-align: left;"><a href="http://www.coachingknowhow.com/wp-content/uploads/2010/02/Knowledge1.png"></a>I was recently reading from &#8221;Coaching: An International Journal of Theory, Research and Practice&#8221; and it confirmed again for me that coaching is (amongst other things), about learning.  It reminded me of &#8220;The Knowledge Model&#8221; which I learned many years ago, and still use often with groups and individuals to reinforce the blend of learning approaches from &#8216;pushing it in&#8217; to &#8216;drawing it out.&#8217;  Coaching is so great at drawing out what people &#8216;Don&#8217;t Know that they Know&#8217; (DKK) and getting to the &#8216;Know they Know&#8217; (KK).  This approach<strong> blended</strong> with the more traditional approach of moving from &#8216;Don&#8217;t Know that I Don&#8217;t Know&#8217; (DKDK) to, &#8216;Know that I Don&#8217;t Know&#8217; (KDK), and getting taught / told on the journey to KK is very powerful.  The model is fun, people remember it and it serves as a useful distinction of what is possible through coaching and what many have been more &#8216;used to&#8217; in their learning lives / experience to date.</p>
<p style="text-align: center;"><a href="http://www.coachingknowhow.com/wp-content/uploads/2010/02/Knowledge1.png"><img class="aligncenter size-full wp-image-295" title="Knowledge Model" src="http://www.coachingknowhow.com/wp-content/uploads/2010/02/Knowledge1.png" alt="" width="389" height="400" /></a></p>

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		<title>Why Coaching?</title>
		<link>http://www.coachingknowhow.com/2010/03/why-coaching/</link>
		<comments>http://www.coachingknowhow.com/2010/03/why-coaching/#comments</comments>
		<pubDate>Sat, 20 Mar 2010 07:43:48 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Coaching Managers]]></category>
		<category><![CDATA[Coaching Models]]></category>
		<category><![CDATA[better decisions]]></category>
		<category><![CDATA[creativity]]></category>
		<category><![CDATA[deductive]]></category>
		<category><![CDATA[development]]></category>
		<category><![CDATA[human dignity]]></category>
		<category><![CDATA[improvement]]></category>
		<category><![CDATA[innovation]]></category>
		<category><![CDATA[involvement]]></category>
		<category><![CDATA[learning]]></category>
		<category><![CDATA[people capital]]></category>
		<category><![CDATA[prime tool]]></category>
		<category><![CDATA[relationship]]></category>
		<category><![CDATA[responsibility]]></category>
		<category><![CDATA[self awareness]]></category>
		<category><![CDATA[teamwork]]></category>

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		<description><![CDATA[Coaching and being coached are essential activities for 21st century business leaders.  In an environment of uncertainty, intense competition and globalisation of markets, innovation, creativity and improved performance are vital to the survival of businesses. <a href="http://www.coachingknowhow.com/2010/03/why-coaching/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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</div><h2><strong><span id="more-341"></span><span style="color: #0000ff;">Performance Related Coaching, its relevance and place in business today</span></strong></h2>
<div><strong> </strong></div>
<div>Coaching and being coached are essential activities for 21st century business leaders.  In an environment of uncertainty, intense competition and globalisation of markets, innovation, creativity and improved performance are vital to the survival of businesses.</div>
<div> </div>
<div>“People, not capital, are the businesses most vital asset.  An organisation must innovate more and more often to meet the accelerated pace of change and its people must develop the learning skills that serve as the basis for innovation.” (from ‘Management by Coaching’ in HR Focus V73 N1 Olalla &amp; Echeverria)</div>
<div> </div>
<div>Fostering a learning environment in a deeply hierarchical, control based management framework is difficult if not impossible.  Leaders must come out of their offices, clearly declare where it is they want the business to go; assert strongly the values by which the business will be done; encourage, develop and inspire the work force; help people be the best they can be; involve them in the decision making process and create an environment of learning, improvement and development.</div>
<div> </div>
<div>A prime tool for leaders is coaching. It is through coaching that people will be enabled to reach their true potential for the good of the business and themselves.  Coaching provides a blend of thinking for oneself and learning through the experience of others.  Coaching leads naturally to greater awareness in the people, and to greater responsibility being taken for their own actions, and a visibly higher level of commitment in the work force; just the environment required for survival and success for businesses today and in the future.</div>
<div> </div>
<div>Many leaders may be reluctant to embrace new skills, especially when past behaviours are the very reason for their success, however, in a knowledge based economy, developing and helping others to learn is an essential skill which must be acquired, modelled and passed on.      </div>
<div> </div>
<h3>What do some executives think?</h3>
<div> </div>
<div>“Sometimes executives (and managers) are reluctant to admit they don’t know something, but you wouldn’t be in the position if you weren’t good, so don’t be afraid to ask for help; some people will even be relieved to know you’re not perfect”.<br />
(Tom Kiefer, CEO, Connect)</div>
<div> </div>
<div>“From our experience, it is not a matter of IF the coaching process will enter organisations that really want to succeed, but WHEN!  After numerous coaching projects with other organisations around the world, it has become clear to us that incorporating INVOLVEMENT, CREATIVITY &amp; TEAMWORK will ultimately become the competitive advantage”.</div>
<div> </div>
<div>“You really do have options. You can create partnerships, coaching partnerships if you are willing to try.  If you are willing to free yourself up from a few old beliefs and practices”.<br />
(Stowell &amp; Starcevich, Centre for Mngmt &amp; Organisational Development)</div>
<div> </div>
<div>“If you’re going to grow as a person, you have to be open to coaching. <br />
You can’t grow unless you realise that you are limited by your own paradigms.”<br />
(A Popwell, VP, Eastman)</div>
<div> </div>
<div>“Our products are ever more complex and our customers have ever higher expectations of service levels.  It is simply impossible to prescribe the correct way to handle all possible situations.  On the job coaching is the only way for people to learn to help people extract the general principles and issues that lie behind specific incidents.”<br />
(Charles Anderson, Area Director, Lloyds Bank)</div>
<div> </div>
<h2><span style="color: #0000ff;">Benefits of effective coaching</span></h2>
<div> </div>
<h3>Good coaching can lead to:</h3>
<div> </div>
<div>Better decisions.  Experienced coaches offer insight and perspective on a leader’s ideas.  Talking through actions before they are implemented tends to improve the chances for sound decisions.<br />
More ideas and options.  A coaching environment encourages creative suggestions from both the leader and the coach.  An exchange occurs without risk.  One creative idea often leads to another.<br />
Better support for the leader’s agenda.  Good coaching focuses on the issues most important to the leader.</div>
<div> </div>
<h3>Where there is pressure to improve, good coaching leads to:</h3>
<div> </div>
<ul>
<li>Clearer goals and roles, and the opportunity to determine the distance between goals and reality</li>
<li>Better self awareness; discovery and clarity regarding individual strengths, weaknesses and opportunities to work towards more effective behaviours</li>
<li>Better discovery of developmental needs; what are gaps and how do I fill them?</li>
<li>Better support for continuous development; an opportunity to reflect on life experiences, clarify future goals and plan for development.</li>
</ul>
<div>(adapted from Executive Coaching: What’s in it for you?  Witherspoon &amp; White in Training &amp; Development V50 N3)</div>
<div> </div>
<h3>In addition, coaching is powerful because it helps people: </h3>
<ul>
<li>come to terms with where they are and where they need to be
<ul>
<li>so often people are unclear about today’s reality and tomorrow’s potential</li>
</ul>
</li>
<li>help themselves to realise their full potential and do their best work
<ul>
<li>many leaders of yesterday restricted people’s growth and development</li>
</ul>
</li>
<li>let go of the old ways</li>
<li>yesterday’s solutions often will not be relevant for tomorrow</li>
<li>&#8216;give birth’ to a new way of being
<ul>
<li>and release the creativity within themselves</li>
</ul>
</li>
<li>see how they can ‘behave’ the new roles
<ul>
<li>and realise that it’s OK to change and be different</li>
</ul>
</li>
<li>deal with the new behaviours required by the business</li>
<li>know what’s required and begin to explore new possibilities</li>
<li>see themselves in the new behaviours, adding value for the business and for themselves</li>
<li>creating new, more fulfilling futures</li>
<li>overcome the natural resistance to change
<ul>
<li>change has its discomfort and uncertainty</li>
<li>positively internalise change</li>
<li>and accept it</li>
</ul>
</li>
<li>see change as a learning journey
<ul>
<li>that is a positive and growing experience</li>
</ul>
</li>
<li>reinforce human dignity in the workplace
<ul>
<li>so that people can feel proud of their individual achievements</li>
</ul>
</li>
<li>work together in teams
<ul>
<li>and experience the power of collective success.</li>
</ul>
</li>
</ul>
<div> </div>
<div>There are many and differing interpretations of the meaning of coaching.  The dictionary defines it as, ‘to tutor, train, give hints to, prime with facts’ none of which is much help to us from a business perspective, because this can be done in many different ways.  When we talk about coaching in business we are referring to a specific way in which the above things are done.  “Coaching is primarily concerned with the type of relationship between the coach and the coachee, and the means and style of communication used.” </div>
<div> </div>
<div>Timothy Gallwey, author of several books on the &#8220;Inner Game&#8221; defines coaching as:</div>
<div> </div>
<div>“Unlocking a person&#8217;s potential to maximise their performance. It is helping them to learn rather than teaching them”</div>
<div> </div>
<h3>So it’s about:</h3>
<div> </div>
<ul>
<li>Relationship .. based on honesty, openness and trust</li>
<li>Style of Communication .. based on asking questions and seeking to understand.   more reflective style rather than one which directs </li>
<li>Learning .. based on helping the subject to come to their own conclusions, on working things out for themselves rather than being told</li>
</ul>
<div> </div>
<div>Telling is not wrong.  In coaching, however, we encourage a style that is far more empowering for the subject.  We seek to extend our skills along a continuum from telling, where the leader is in control and wants to impart information with no debate, to a purely deductive conversation, where the subject is in control of the outcome and the leader is acting more like a mirror for the subject.</div>
<ul>
<li>More on Business Coaching at <a href="http://www.tlc.eu.com/services/coaching">http://www.tlc.eu.com/services/coaching</a></li>
</ul>
<div> </div>
<div> <br />
 </div>
<div> </div>

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		<title>Coaching -vs- Mentoring</title>
		<link>http://www.coachingknowhow.com/2010/02/appropriateness-of-coaching-and-mentoring/</link>
		<comments>http://www.coachingknowhow.com/2010/02/appropriateness-of-coaching-and-mentoring/#comments</comments>
		<pubDate>Fri, 19 Feb 2010 11:39:59 +0000</pubDate>
		<dc:creator>admin</dc:creator>
				<category><![CDATA[Coaching Managers]]></category>
		<category><![CDATA[Coaching Models]]></category>
		<category><![CDATA[Mentoring]]></category>
		<category><![CDATA[coaching culture]]></category>
		<category><![CDATA[coaching style]]></category>
		<category><![CDATA[learning]]></category>
		<category><![CDATA[mentee]]></category>
		<category><![CDATA[protege]]></category>

		<guid isPermaLink="false">http://www.coachingknowhow.com/?p=318</guid>
		<description><![CDATA[Often when working with Managers on coaching skills we get asked about the differences between Coaching and Mentoring.  The diagram below attempts to clarify and also mentions different styles / behaviours.  Coaching and Mentoring are very much future focussed.  Whilst &#8230; <a href="http://www.coachingknowhow.com/2010/02/appropriateness-of-coaching-and-mentoring/">Continue reading <span class="meta-nav">&#8594;</span></a>]]></description>
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<p style="text-align: left;">Often when working with Managers on coaching skills we get asked about the differences between Coaching and Mentoring.  The diagram below attempts to clarify and also mentions different styles / behaviours.  Coaching and Mentoring are very much future focussed.  Whilst asking questions is the dominant style for coaching, I strongly believe that great mentors will benefit from having good coaching skills so that they can establish where the mentee or protege is right now, and where they aspire or need to be in the future.</p>
<p><img class="size-full wp-image-325 alignleft" title="CoachMentor" src="http://www.coachingknowhow.com/wp-content/uploads/2010/02/CoachMentor1.jpg" alt="" width="689" height="534" /></p>

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