The coach must know about and have access to a variety of resources for the executive as well. Goal-setting strategies, follow-up, organization, and highly advanced communication skills are necessary for the HR coach to succeed at coaching executives.
the secrets of organisational coaching Manual
They must continually improve or hone their skill by taking continued training. As a larger organizational issue, the HR manager can serve as a resource to coordinate and unify the process of coaching. She can monitor the expenditure of resources, check out the credentials of external coaches, and assist with the measurement and determination of coaching results. She can also attach the concept of coaching to help leaders understand the importance of sponsoring and mentoring employees to increase the organization's knowledge and capability.
Performers can soon become bored and disillusioned with poorly structured coaching sessions and programmes, so the ability to plan and organise effective and meaningful activities is vital to improving performance. Where the plans form part of a series of sessions, a season or annual programme, the goals of the specific session should represent one step in the overall plan.
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Such systematic planning is crucial to ensure progress and for performers to achieve their goals. It also offers performers an appropriate level of challenge and ultimately promotes self-confidence and a sense of achievement. Analysis is another component central to the coaching process and therefore a key coaching skill.
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Coaches need to analyse within the session initially the technical and tactical aspects of performance, the physical condition and mental skills of the performer, the extent to which goals have been achieved, as well as their own coaching performance. Analysis is also an important part of the overall evaluation of the coaching session or programme, which strongly influences the planning of future sessions and goals.
An open mind is crucial to effective coaching and can be defined as being receptive to new ideas and amenable to change or different ways of doing things. Coaches should acknowledge their own strengths and weaknesses. Meetings, conferences, courses and workshops provide structured opportunities to learn and discuss current and future developments.
In addition, a great deal can be gained from observing more-experienced coaches and establishing a more formal mentoring relationship.
Fundamentals of Organizational Coaching
All coaches, regardless of age and experience, should constantly strive to improve their knowledge and skills. UK Coaching has developed a programme of workshops and resources that provide coach education and development opportunities to coaches of any sport. Sport-specific training and qualifications will be provided by individual governing bodies of sport. The well-being of the performer should be of utmost importance to all coaches.
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Therefore, coaches need to be aware of their legal responsibilities, especially with regard to child protection, negligence, risk and duty of care. They also have an obligation to conform to accepted ethical codes of practice in terms of competence, responsibility, confidentiality, relationships with performers, fair play and drug abuse. The PEOPLE acronym spells out the answer — it is people that change people — and to leverage the full potential of participants, coaching should first and foremost be person-centred.
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