This paper explores the impact of conversations in a coaching environment. It opens by identifying the subtle nuances of a coaching conversation and the complexities within this. It then builds on the skills required for a coach to engage effectively in a coaching relationship. It explores the concept that conversations are multi-dimensional and non-linear with a multitude of moving parts. To effectively guide conversations, a coach needs to keep these as ‘real as possible’, using trust and truthfulness to drive action, change and results. _____________________________________________________________
In this article “ Philosophy of coaching” by Ken McGlothlin he goes in brief details about how to be a good coach , how to implement a good coaching philosophy that could help you win , and the preparation it takes to be a good coach. Coaching is more than just telling players what to do , it's a difficult task that takes effort, time, and patience. Kern McGlothin states that “Coaches, today, must be good teachers and must motivate their players to compete day by day on the court.” coaching is more than just having a philosophy, it's being able to teach and having an open mind about ideas .
Author Tony Stoltzfus (2005) gives enlightenment on the importance of the coaching process. Stoltzfus (2005) asserts, “The power of coaching to change lives come from the belief, trust and support that flow through the transparent bond between coach and client” (p. 79). The seven elements of this coaching context and their characteristic flow are relationship-based, client-centered, goal-driven, listening, asking, acting and supporting (Stoltzfus, 2005). Consequently, each of these characteristics is essential for the Christian or secular coach. These principles are the core of the required due diligence that each coach needs to exemplify and resonate throughout the relationship. These characteristics influence the interaction between the
Coaching is more than just asking question and receiving answers. Being able to listen and ask the right questions is important to any productive coaching relationship. There are a number of tools and techniques that can be used. When planning the content of the sessions it is important to consider how individuals learn and try to adopt various learning methods. Based on the research by Edgar Dale, he concluded that learners retain about 10% of what they read, 20% of what they hear, 30% of what they see, 50% of what they both hear and use, 70% of what they say and 90% of what they see and do.
Coaching is the process of equipping an employee like James with the tools, knowledge, and opportunities that are necessary for them to become better in handling their assigned responsibilities at the workplace. In most organizations, coaching has been identified as a key player in the process of leadership and management. In most cases, coaching is concerned with the growth of the employee, personal and professional development of the employee, the removal of roadblocks that interfere with the performance of the employee while encouraging the employee to be creative (Aguinis, 2013). During the coaching process, the employee is encouraged to make use of his knowledge and experience to create and develop his own personal best practices, connections,
The coaching component of the Performance Improvement Cycle is nothing new to Julia Stewart (Kreitner & Kinicki, 2013). Public praise of work well done in the midst of the entire restaurant team is illustrated in the case study (Kreitner & Kinicki, 2013). Accordingly, for the employee, positive reinforcement instills pride in the quality of her work and encourages her to repeat rewarded behaviors. Ordinarily, the desire for public recognition is so strong for most people they begin to model all behaviors which are likely to be rewarded in this way. The most effective coaches understand the “self-directed learning principle” and how it involves “encouraging staff to think and take responsibility for their own decisions and actions” (Wilson, 2008, p. 26).
Mentoring is a partnership between 2 people normally working a similar project or similar field. They also share similar experiences. Mentoring involves mutual trust and respect. IT is also an effective tool of communication and a helping tool to help team members achieve their career. Mentoring consists of a Mentor and a Mentee where a Mentor is someone who is more than an advisor. He provides the other one with support, assistance, empathy and respect throughout your career. Both people depend on each other’s working relationship.
I believe that it is important to develop your own coaching philosophy because then you have a system in place that you believe in. In order to have your players or the people that are learning from you to personally believe in you in my own opinion it has to be something that you created, even if you grab bits and pieces from other coaches as long as it isn’t completely stealing another ones philosophy. I don’t believe it would even be possible to develop your own philosophy without gathering information from others the way i look at it is the more knowledge you gain from multiple people and mold that creativity into your own the better it will be. Example you learn a lot from coach A,B, and C you take everything you learned from all of them
“ A coach is someone who tells you what you don't want to hear, who has to see what you don't want to see, so you can be who you always known you could be.” Tom Landry, one of the greatest football coaches of all time, said this is what it takes to be a coach. A research done on Australian coaches shows that “Coaching has the potential to play a significant role in shaping an individual and community’s identity, culture, and knowledge.” Coaches play a very effective role not only on kids but on adults as well. You can go to coaching for anything you need help with in life.
These skills are not only applicable in the counselling setting to form therapeutic relationship; they are also essential in daily life to convey information in a healthier way instead of finger pointing and blaming others, especially during conflict. To illustrate, the practice of “I” statements were especially useful in expressing my discomfort due to someone’s behaviour since it allowed me to convey my discomfort clearly while reducing the defensiveness of the person. Besides that, I used to have superficial relationship with others as I avoided touching on people’s inner feelings due to my fear of not providing any constructive feedback to resolve their issues. Nevertheless, this has taught me that conversations do not merely revolve around advice giving; by actively listening to others, that could also serve as the best form of support. After understanding this, I am more willing to listen to my friends’ feelings and provide emotional support which deepens our