Core Theoretical Models of Coaching and Mentoring Essay

Coaching: helping another person to improve awareness, to set and achieve goals in order to improve a particular behavioural performance.

Any durable coaching process must contain three elements: managing expectations (the game plan), monitoring performance (watching the play), and giving feedback (time out). Expectations must be agreed upon both in output terms and in terms of the behaviours demanded. The criteria for success must be specific, measurable, attainable, realistic, and time bounded. (S.M.A.R.T.).

Experiencing a coaching management style will ease some staff into this method of communicating without the need for all of the planned coaching and mentoring programme. The session about using the GROW model or different coaching styles could be combined depending on the needs of the staff. Flexibility will be required with the implementation.

One definition of coaching is “Coaching is unlocking a person’s potential to maximize their own performance.” (Coaching for performance, Sir John Whitmore 1992). Or to expand on this; Simply defined, coaching is one person guiding another through a process, leading to performance enhancement. The applications can vary, support to achieve a specific project, helping an individual to do better what they already do well, or developing a skill they don't yet possess.

Watt, L. (2004). Mentoring and coaching in the workplace: an insight into two leading leadership

* Coaching This is a process that supports and enables an individual to unlock and maximise their own potential, to develop and improve performance. Coaching helps the individual to learn rather than be taught. Coaching believes the individual is best to take responsibility for own actions and solutions with subtle guidance and prompts. This is an excellent way of improving performance through reflection. Enabling control and development to remain with the individual with the coach helping to unlock own potential. The ‘GROW’ model of coaching (Whitmore, 2009) provides a structured model for the coach. G= Goal setting asks questions to encourage the

This report will determine the value of coaching and mentoring; highlight some factors to consider when developing coaching and mentoring and show models and methods

Coaching is a useful way to develop people’s skills and abilities, and of boosting performance. It can also help deal with issues and challenges before they become major problems. Coaching typically begins with a personal interview with the employee to assess the situation, review current opportunities and challenges. After the interview, priorities for action are established along with specific desired outcomes. Individuals may also be asked to complete specific action items in a certain period of time that support the achievement of desired goals. Resources may also be provided such as articles, checklists and assessments.

Collins (2009) explains how support is the most distinguishing factor in coaching (Collins, 2009, p. 85). The client needs to feel supported and respected to make strides in coaching (Collins, 2009, p. 85). I believe by welcoming my client and actively listening to the information being shared, as well as, guiding instead of giving advice, my client will be able to see I am committed to the coaching. I believe when these skills are presented and maintained within the coaching process, the client will be more willing to tackle difficult

What is your coaching philosophy? (The beliefs and principles that will serve as your guide to action)

The use of coaching by individuals and organizations has increased rapidly in last decade. As role of coaching is growing over the time, so has the need to find ways of assuring quality of the coaching services being provided. Coaching supervision is an essential part for continuous professional development of coaches. It’s the essential link between theory and coaching practice, the main source of assuring quality, to mitigate the risks may inherent in coaching. It can also help to increase the return on an investment in coaching and to provide evidence of that return.

What is coaching – “The coach works with the clients to achieve a speedy, increased and sustainable effectiveness in their lives and careers through focused learning. The coach’s sole aim is to work with the client to achieve all of the client’s potential-as defined by the client” The Coaching Manual Starr, J 2008.

Coaching is the art of facilitating another person’s learning, development and performance. Through coaching people are able to find their own solutions, develop their own skills and change their own behaviors and attitudes.

Firstly this essay will look at the difference between coaching and mentoring. Both coaching and mentoring are processes that allow both individual and schools to achieve their full potential.

With the development of the more organic and less formal organisational structures the role of mentors has shifted with these changes. Unlike previously where mentors where seen as formal trainers who taught newcomers the processes and got them acquainted with the cultures and the systems within the organisation. Which required good interpersonal skills and a good knowledge of the activity or tasks the mentee would have to undertake, and be able to effectively relay or demonstrate the tasks or activities to the mentee. As opposed to more recently where a mentor would have to be more of an emotional counselor and demonstrate more skills than were traditionally required from