Coaching Clients

In: People

Submitted By hamda90
Words 3280
Pages 14
Skills Audit

|Strengths |Weaknesses |
|I contribute and work well with others in a group and also |My numeric skills are not very good which is vital as certain |
|work well individually |modules of my degree requires this skill |
|I enjoy writing and expressing myself through writing as I do |I find it very hard to manage my time effectively |
|this a lot both at university and outside university when |I am not very confident when it comes to presenting my ideas |
|writing in my journals |and communicating with others |
| | |
|Opportunities |Threats |
| |Sometimes I leave my work to the last minute so I may miss the |
|Able to organise work easily |deadline or not get the grade I am capable of as I have not |
|Interested in undergoing training to improve my skills |worked to the best of my ability |
|Customer service |Not being able to manage my time effectively means that I may |
|Obtaining a good degree |miss out on important deadlines and not allow myself enough |
| |time to prepare for examinations |

In the first introductory seminar, I filled out several…...

Similar Documents

Coaching

...Casos de Coaching en Empresas Cuando una organización aplaude la disposición de tomar riesgos en sus empleados, obtiene empleados vivos y motivados. Los empleados se sienten mas energizados cuando se preparan para actuar en situaciones difíciles. Un dicho no muy famoso expresa: “Si algo vale la pena hacerse, ¡vale la pena hacerse ahora!” y es una invitación a experimentar y arriesgarse. Robert Kiyosaki, en sus conferencias “El Dinero y Usted” usualmente relata la historia de la compañía IBM en los Estados Unidos. Un ejecutivo allí cometió un error que le costó a la compañía $9 millones. La semana siguiente el ejecutivo, seguro de que lo iban a despedir, fue citado a la oficina del Oficial Ejecutivo (CEO, por sus siglas en inglés). Éste comenzó discutiendo los planes para un nuevo proyecto grande que él quería que el ejecutivo dirigiera. Luego de un rato, el ejecutivo se sentía tan incómodo que tuvo que interrumpir al CEO: “Discúlpeme, señor, estoy desconcertado. La semana pasada yo le costé a la compañía $9 millones. ¿Por qué me está poniendo a cargo de este nuevo proyecto? Yo pensé que me iban a despedir.” El CEO sonrió. “¿Despedirte? Joven, yo acabo de invertir $9 millones en tu educación. Ahora eres uno de mis empleados más valiosos.” Este era un CEO que valoraba la disposición de tomar riesgos y aprender. Él sabía que era un ingrediente esencial para el ejecutivo exitoso. A continuación se muestra como se utilizaron las herramientas de coaching para......

Words: 1854 - Pages: 8

Mentoring and Coaching

...Introduction Many companies are now beginning to grasp the significance of mentoring and coaching their employees. Although many entry-level jobs do require a college education and a few years’ experience, it is crucial to provide the necessary tools and training to those employees interested in climbing the corporate ladder into managerial or supervisory positions. Now more than ever, companies are realizing the need to provide leadership advancement opportunities to its employees so as to motivate them, stay competitive and productive, which in turn positively impacts the bottom line of the business. Mentoring and coaching programs are now habitually used in many organizations to improve leadership qualities (Watt, 2004). Problem Organizations today still have to deal with the burden of their workers making costly mistakes due to the fact that they are not well equipped to handle some situations. If for instance the employees of the company happen to fall behind schedule on a certain project or if their current skill-level is not adequate enough to deal with a change that is required by a client or account that the business is servicing, then the company will most likely either waste a good opportunity or suffer a great loss. Cause Many employees entering the workforce, even successful college graduates, have not had the time and opportunity to develop the necessary skills required to effectively manage and work in a professional environment. Through job training the......

Words: 576 - Pages: 3

Coaching

...Regent University LDRC 502 Leadership Coaching: Convergence Spiritual Life Coaching When we look at the role of coaching and how it speaks to a person’s spiritual life we first must understand the definition of coaching. Whitmore (2001) quoted Gallwey’s definition of coaching as “Coaching is unlocking a person’s potential to maximize their own performance. It is helping them to learn rather than teaching them” (p. 8). There are several definitions of coaching that attempts to pinpoint or identify the various types of coaching. Harkavy (2007) shared what the purpose of a coach is, “Your purpose as a coaching leader is to add the most value to the people you lead and to help them improve” (p. 4). This definition of what a coach does give us the responsibility to care about people enough to see them grow and develop. A simple definition of coaching is, “…Coaching is the art and practice of enabling individuals and groups to move from where they are to where they want to be” (Collins, 2009, p. 14). Goldsmith, Lyons & McArthur (2012) stated, “With a sound appreciation of business and interpersonal dynamics, a good coaching is simply a process person who can establish rapport, is informed about the executive’s immediate environment, is honest and courageous in providing feedback; is a good listener; ask good questions is visionary and analytical and is a good planner who seeks follow up and closure” (p. 12). This definition of coaching gives the coach the......

Words: 1502 - Pages: 7

Coaching

...that is something that I try to re instill in my players on a weekly basis. Our speaker also brought up climate, is the climate a positive one that they will want to do it? is it a negative climate, and or demeaning? And I feel without a doubt, that my coaching style is very demanding, and face paced. However, it is very positive, and safe. The climate I have created for my practices is one that is highly demanding, high energy, that involves constant moving, participation and communication from all players. However, it is very positive, I am always using preventive discipline by trying to catch my players doing behaviors I want to see. Martens (2004), states that by recognizing and rewarding appropriate behaviors, and reinforced behaviors are more likely to occur. And this is exactly what I try to do everyday in practice, and in games as well. Moreover, I always tell my players to not be afraid to make a mistake, especially in practice. As long as their is not a lapse in our effort, or concentration, mistakes are welcomed, and are almost encouraged. And when I do correct behavior, I do not scream, or yell obscenities at the player. According to Martens (2004), positive discipline is an attitude toward coaching players that is constructive, and not destructive. And I feel thats how I teach my players, for example if a player makes an error in practice I would firmly tell them what the error was, and afterwords I always tell them to learn from it, and be better......

Words: 1426 - Pages: 6

Coaching

...the role of Human Resourcing Unit Number 3DCS Developing Coaching Skills for the Workplace Nichola Mackay 0510453 CIPD Foundation Certificate 15 January 2014 1000 Words Summary The below should help you understand the nature and purpose of coaching, know how to use a coaching style to improve performance in the workplace and be able to identify ways in which coaching can be implemented in an organisation. Contents Intoduction…………………………………………………………....1 Directive and Non-Directive Coaching…………………………...1 How coaching differs from other development needs…….….1 3 ways in which coaching can be used to meet organisational objectives…………………………………………...2 The role of a coach and cochee……………………………...…..2-3 3 potential benefits coaching for the..........................................4 coachee and 3 for the organisation 2 different ways in which a coaching culture could be implemented within an organisation..............5 Bibliography……………………………………………….................6 Coaching is a teaching, training or development process which an individual is supported while achieving their specific personal or professional result or goal. The individual receiving coaching will be referred to as the client or the coachee. "Coaching is unlocking a person’s potential to maximise their own......

Words: 1144 - Pages: 5

Coaching

...Coaching Summary Report Jiajun Li 2014-05-02 Northeastern University Author Note This paper was prepared for Developing Bench Strength, taught by Professor John Ellsworth. Background Nowadays, coaching has become one of the concepts in leadership and management. It used when the members of a group or a team are competent and motivated, but do not have ideas about the long-term goals of an organization or individual. We have to admit that coaching is an important skill not only for the development of an organization but also for the leaders in an organization. For organizations, employee’s development always be seen as critical to the success of any company. Effective coaching will help the employee clarify their needs and goals, guide them make development plan, encourage them do their job more creativity, and more innovative, which also means increasing their productivity. As for leaders, the coaching process will help a leader keep strengthening self-cultivation, so that he or she can coach others more successfully. Meanwhile, after the coaching process, the leader could learn some experiences about this kind of thing which he just coached with, he could handle this thing smoother if he encountered next time. Moreover, coaching really expands people’s capabilities and increases personal collective capacity to be a better leader. All of these I have mentioned above could prove that coaching skill is really necessary in today’s competitive......

Words: 1547 - Pages: 7

Coaching

...Leadership Coaching is the latest buzz—but all too often companies embark on coaching initiatives that are not well thought out, that their executives do not embrace, and that are doomed to fail. In Chapter 24 of the OWP (Orchestrating Winning Performance) Book 2008, “Riding the winds of global change”, to be published in September 2008,Professor Jack Wood explains how organizations can instead implement a thoughtful, integrated coaching strategy which can deliver long-lasting results. The purpose of coaching isn’t performance improvement HR managers often assume that the purpose of coaching is to increase managers’ performance. However, our survey of participants attending a pilot coaching session in the OWP revealed that this is not what executives want. The top three coaching objectives were: - life development – balancing personal and professional roles more effectively - leadership – developing interpersonal and team leadership skills - self-awareness – becoming more aware of my shortcomings and growth opportunities as a leader, and understanding the origins and history of my behavior in work and its impact on others. The difference between coaches, mentors and managers Coaching initiatives fail in part because the distinction between the role of manager, mentor and coach is not well understood. Each can each help executives meet their principal objectives—life development, leadership and self-awareness—but a manager, a mentor and a coach are not the same things....

Words: 4370 - Pages: 18

Coaching

...Coaching is a process that enables learning and development to occur and thus performance to improve. Directive coaching - is where the coach offers solutions, tools and techniques for moving forward (as in the sports arena). Sometimes it may be useful to offer solutions, however the danger is that the solution may not be quite appropriate for the situation and consequently people may not feel fully committed to the solution provided. Non-Directive coaching - is coaching where the coach asks questions to allow people to find their own solutions. A non-directive coach will not offer advice and rarely even give suggestions, although through skilful questioning they will help someone to see their situation from a different perspective, gain clarity, uncover options, challenge inconsistencies and hold them accountable to their actions. Coaching can differ from other development methods such as e-learning and training courses because while e-learning and training programmes give the ‘employee’ the answers they need to succeed coaching helps them to find the answers themselves by the coach asking questions that will give results. They also differ in the end result. E-learning or a training course will have a structure and will end in a result that has already been planned out where as coaching goals can change throughout the process and are much more personnel to the coachee. The coach is the trained person who listens to the coachee and reflects on the coachee’s ideas and......

Words: 518 - Pages: 3

Coaching

...about the endorphin rush you’ll feel. Allow yourself to anticipate the reward. Eventually that craving will make it easier to push through the gym doors every day. Cravings drive habits. And figuring out how to spark a craving makes creating a new habit easier. G The Golden Rule of Habit Change: Why Transformation Occurs Tony Dungy had waited an eternity for the job as head coach of the Buccaneers. For 17 years, he prowled the sidelines as an assistant coach, first at the University of Minnesota, then with the Pittsburgh Steelers, then the Kansas City Chiefs, and then back to Minnesota with the Vikings. Four times in the past decade, he had been invited to interview for head coaching positions with NFL teams. All four times, the interviews hadn’t gone well. Part of the problem was Dungy’s coaching philosophy. In his job interviews, he would patiently explain his belief that the key to winning was changing players’ habits. He wanted to get players to stop making so many decisions during a game, he said. He wanted them to react automatically, habitually. If he could instill the right habits, his team would win. Period. “Champions don’t do extraordinary things,” Dungy would explain. “They do ordinary things, but they do them without thinking, too fast for the other team to react. They follow the habits they’ve learned.” How, the owners would ask, are you going to create those new habits? Oh, no, he wasn’t going to create new habits. Dungy was going to change players’ old......

Words: 6184 - Pages: 25

Coaching

...Factsheets > Coaching and mentoring Coaching and mentoring Revised September 2014 Related resources Factsheets Learning methods Induction In this factsheet What are coaching and mentoring? Developing a coaching culture Who delivers coaching in UK organisations? When is coaching the best development intervention? The role of HR and L&D in managing coaching activities CIPD viewpoint Useful contacts Further reading Guides Coaching and buying coaching services Developing resilience: an evidence-based guide for practitioners Survey reports The coaching climate Resourcing and talent planning 2013 Books Everyone Needs a Mentor Designing, Delivering and Evaluating L&D: Essentials for Practice What are coaching and mentoring? Coaching and mentoring are development techniques based on the use of one-to-one discussions to enhance an individual’s skills, knowledge or work performance. It is possible to draw distinctions between coaching and mentoring (as discussed below) although in practice the two terms are often used interchangeably. While the focus of this factsheet is on coaching, much of the analysis presented here is also applicable to mentoring. Training courses Value-added Learning and Development - Short courses - Training - CIPD Using Neuroscience to Develop Your Coaching Practice - Short Courses - Training - CIPD Conference details Social Media in HR Conference Social Media in HR Conference 2013 What is coaching? Coaching targets high......

Words: 2529 - Pages: 11

Coaching

...Patricia J Beckett Coaching Session Capella University MHA5042- Team Dev Pers Ldrshp Hlth Care Dr. Darleen Barnard I didn’t pick Steve as a coach, but I am very grateful for being assigned to him. He was, for me, the perfect coach. He asked the right questions and opened my eyes to many things. I recognized Steve as a high-performing individual because he seemed to follow the five rules of defining your leadership pipeline. The research that the Harvard Business review did found some things that will help to contribute to the success or the failure of the leader and succession planning. Some of the businesses in the research combined succession planning with leadership development. I feel that Steve shares goals that the people in the research do and that is helping people get the right skills in the right place (Conger, J. A., & Fulmer, R. M. (2003). They developed succession management system that will help build a reliable pipeline of talents for future leaders. The five rules are as follows: Rule One You need to focus on development. This is the foundation that the other four rules laid upon. This is a flexible system and this is a must be. By combining succession planning and leadership development, gives the best that each one has. It is more than just training. By developing leadership, the people can walk away from the session with more energy and enthusiasm (Conger, J. A., & Fulmer, R. M. (2003). Rule Two The second rule is to identify linchpin...

Words: 945 - Pages: 4

Business Coaching

...Business Coaching Assignment 2 – Part B This assignment will be divided into four parts. The first part talks about the work related matters and the skills that my “client” possesses. The second part addresses his personality. The third discusses his health. The final part talks about his future plan. Work Related Matters and Skills I have the privileged to interview my colleague, who for the sake of this assignment, would be described as “client.” I will call this “client” Mr. M. Before, I asked Mr. M to fill-up Life Assessment Check (LAC), I explained to him the reason I asked him to do so and I told him that I am doing a Diploma in Life Coaching. We went through all the questions in LAC until he understood them all. After three days, he called me to collect the LAC. I came to his office not only to collect the LAC but also to talk to him regarding his responses. Below are my findings from my “interview” with Mr. M. Mr. M is a Curriculum Developer and he is the key player in developing Plant Orientation Handbook for Gas Plant Operator. He told me that he gets strong support from his immediate superior and also from his colleagues who are layout artists and designers. According to him, since he became curriculum developer, he has developed work skills, such as, writing skills, ‘Articulate’ (Software) skills, and many other skills needed to complete the handbooks. He also mentioned that he had attended many courses related to curriculum and instructional......

Words: 755 - Pages: 4

Coaching

... [pic] St. George’s, University of London: Coaching Programme SGUL’s coaching programme was launched in 2008 and to date, over 70 members of staff have benefitted from participating in the programme. Participants are drawn from a wide range of roles. Some currently have line management responsibility, some are aspiring managers and leaders, some have no line management responsibility but are responsible for managing resources or projects. What is Coaching? There are many published works on coaching. The following definitions are particularly helpful in describing what coaching means for SGUL: “Unlocking a person’s potential to maximise their own performance. It is helping them to learn rather than teaching them”. (WHITMORE, J (2006) Coaching for Performance. London: nb publishing.) “Developing a person's skills and knowledge so that their job performance improves, leading to the achievement of organisational objectives. It targets high performance and improvement at work, although it may also have an impact on an individual’s private life. It usually lasts for a short period and focuses on specific skills and goals”. (CIPD Factsheet on Performance Management) How does coaching differ from mentoring? Mentoring in the workplace describes a relationship in which a more experienced colleague uses their greater knowledge and understanding of the work or workplace to support the development of a more junior or inexperienced member of staff. This is most......

Words: 834 - Pages: 4

Coaching Business

...the clear, concise chapters and subsections allow the reader to easily identify and focus on a particular area of interest, without having necessarily to read the entire book in one go. It can therefore be used informally as a ‘‘user manual’’ or as a formal, technical book. If you are setting up – or are thinking about setting up – a coaching business, or for that matter any other small business, I recommend it – highly.’ ADRIAN OLSEN | Managing Director and Head of Global Project Finance Bank of Ireland Corporate Banking ‘I would readily recommend this book to anyone thinking of setting up their own business, whether or not it is in the field of coaching. It covers the whole spectrum of what it takes to organise and run your own enterprise. The book is both a reference and a learning tool that takes you through the process of understanding everything about setting up your practice and also your own motivations for doing so. By posing a series of key questions in each chapter, you are continuously encouraged to reflect on how you approach and deal with each aspect of your business. Based on many years of solid experience in the coaching industry, the writer offers useful insights, encouragement and support. The book is packed with both invaluable advice and a good deal of common sense.’ RANDINI W ANDURAGALA | Consultant Shared Profits Former Head of Policy World Vision UK Former Advocacy Manager Asia Tsunami Response Team World Vision International ‘This......

Words: 46840 - Pages: 188

Coaching

...a consequence of the limits of technical rationality. When one takes this standpoint, particular issues arise for the coaching community, and it is some of these that we focus on in the remainder of the chapter. BECOMING A REFLECTIVE COACH: ISSUES TO CONSIDER Drawing on anecdotal accounts, Lyle (2002: 245) contends that many coaches in professional sport are ‘recruited almost exclusively from the performer base’, with ‘high value’ being ‘placed on lengthy experience, sport-specific skills and technical insight, to the exclusion of other knowledge and skills’. However, it is not only those who select coaches that consider technical expertise important. Not surprisingly, coaches themselves also value this knowledge, as evidenced by the following quote from Ian McGeechan (a former Scotland rugby union coach): Issue 1: Expertise and professionalism In the first edition of this book we had a section entitled ‘Why is it useful to become a reflective coach?’ That we decided to remove the section in this edition is testament to how much we believe the coaching community has ‘bought into’, at reflective practitioners. section we explore some issues that both constrain and enable coaches to become on one’s willingness and ability to experiment with reflection. In the following and so-called norms associated with the coaching culture that act as constraints practice is not an easy or quick exercise. Indeed, there are many traditions,......

Words: 309 - Pages: 2