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MDP

Group 3 - 2010-2011

Coaching

What does coaching mean?

Coaches do not need any specialist experience within the area in which the other party requires support and as such, do not offer ‘advice’. They are skilled in questioning and listening but it is the coach’s role to enable individuals to find answers within themselves. A coach looks to raise the awareness of the person being coached and improve their ability to act to solve the problem they are being coached on.

Coaching

Mentoring

Feedback

Building an individual's personal cross-disciplinary skills

More job-specific person-to-person teaching

Singular to a specific issue

Helping peers to apply themselves personally in new ways

Helping peers to learn functions they've never done before

Transactional and incident specific, learning is behavior based

Give and take approach to learning, requires a lot of listening

Passing along of one person's knowledge to another

Evidenced based and requires first hand knowledge/observation

Based on future performance

Based on future or past performance

Based on past performance

Commonly Held Misconceptions

Differentiation between Mentoring, Giving feedback, Training & Coaching

1 - Video

1-Coaching Process

How Coaching Works

A four-minute animated movie that shows how the coaching process works.

1- Meet

2- Vision

3- The Plan

4- Journey

5- Success

2-Tips to do a good Coaching Conversation:

Coaching in the Workplace

3-Coaching Conversation example

A Coaching Conversation

2 - Audio

Powerful Coaching Questions

Ever wonder if you are approaching your coaching sessions with team members the right way? Want to get completebuy in to improve performance?

Here are some questions to use for a proper coaching conversation.

Powerful Coaching Questions

3 - E-book

Business Coaching and Creative Business

This e-book introduces the core principles and skills of business coaching. It considers the role of the manager and how coaching complements other management styles. It describes the most common model for structuring coaching sessions. It also challenges you to think about coaching as an informal process, in which every workplace conversation becomes a coaching opportunity.

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