What is coaching?
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What is coaching?
What is coaching?
The term 'coaching' is often referred to in a business or sporting context. This short series of lenses concentrates on coaching in a business context; where the subject is becoming more and more important. One only has to look at a contact centre environment, for example. Managers and team leaders generally see the coaching of staff as an essential task to ensure the centre is providing good customer service and that processes are being followed in dealing with calls.
I was recently reading a book by Nancy Kline ('Time to Think') when I came across a chapter on coaching. Nancy gives some excellent advice to people in the coaching profession or those carrying out coaching tasks - and I refer to some of the advice later in the lens. It struck me that, although people agree on the importance of coaching, there is less understanding of precisely what coaching is and what the coaching processes should be.
This lens in the first in a series about coaching. We start by looking at the question ' what is coaching?'
The picture above is by Freud Gomez
The term 'coaching' is often referred to in a business or sporting context. This short series of lenses concentrates on coaching in a business context; where the subject is becoming more and more important. One only has to look at a contact centre environment, for example. Managers and team leaders generally see the coaching of staff as an essential task to ensure the centre is providing good customer service and that processes are being followed in dealing with calls.
I was recently reading a book by Nancy Kline ('Time to Think') when I came across a chapter on coaching. Nancy gives some excellent advice to people in the coaching profession or those carrying out coaching tasks - and I refer to some of the advice later in the lens. It struck me that, although people agree on the importance of coaching, there is less understanding of precisely what coaching is and what the coaching processes should be.
This lens in the first in a series about coaching. We start by looking at the question ' what is coaching?'
The picture above is by Freud Gomez
Contents at a Glance
A definition of coaching
Coaching as a means to improve performance
The question 'what is coaching' came to mind in a recent meeting with three senior managers in a contact centre. The senior managers were discussing the priorities for their team leaders and there was a long discussion about how the team leaders needed to spend more time coaching their staff.
It seemed that everyone in the meeting knew exactly what was meant by the phrase 'coaching their staff.' There was also an assumption that team leaders were trained and competent in carrying out coaching. The only source of disagreement was how much time each month team leaders should spend coaching and how many sessions each staff member should receive.
It's clear that coaching is becoming more and more important. In February 2010, 'Personnel Today' discussed a report by KTAL UK that said 'in 10 years' time there will be coaching departments in companies.' The report added that such coaching departments will report to chief learning officers (CLOs), who will manage learning and development activities and have a seat on the board.
Eric Parsloe in his book 'The Manager as Coach and Mentor' defines coaching as 'a process that enables learning and development to occur and thus performance to improve.' Parsloe goes onto say that ' to be successful a coach requires a knowledge of process as well as the variety of styles, skill and techniques that are approporiate to the context in which coaching takes place.'
It's interesting to note that, whilst many managers are expected to coach staff and direct reports as part of their role, few will have had specific training or support in this key area.
It seemed that everyone in the meeting knew exactly what was meant by the phrase 'coaching their staff.' There was also an assumption that team leaders were trained and competent in carrying out coaching. The only source of disagreement was how much time each month team leaders should spend coaching and how many sessions each staff member should receive.
It's clear that coaching is becoming more and more important. In February 2010, 'Personnel Today' discussed a report by KTAL UK that said 'in 10 years' time there will be coaching departments in companies.' The report added that such coaching departments will report to chief learning officers (CLOs), who will manage learning and development activities and have a seat on the board.
Eric Parsloe in his book 'The Manager as Coach and Mentor' defines coaching as 'a process that enables learning and development to occur and thus performance to improve.' Parsloe goes onto say that ' to be successful a coach requires a knowledge of process as well as the variety of styles, skill and techniques that are approporiate to the context in which coaching takes place.'
It's interesting to note that, whilst many managers are expected to coach staff and direct reports as part of their role, few will have had specific training or support in this key area.
Books about coaching
Two books that will increase understanding of the meaning of coaching
Coaching in more detail
Coaching may involve an individual or group of people
Let's take our previous defintion further.
It's clear that coaching involves supporting an individual or group of people to make improvements. The aim of coaching can be to help the recipient agree goals to impact on areas of weakness. The coach then provides support so that the end result is achieved.
The coach will use questioning, facilitation and listening skills to drive towards the desired results. Appropriate questions will be asked by the coach in order that the current position is fully understood. A key element of effective coaching is to provide the environment where the person receiving the coaching comes up with their own answers to the issues raised. In this way they will be motivated to work towards the end goal.
There may be cases where the coach uses a challenging style to keep a plan or programme of actions on track. In any event, a key aim for the coach will be to ensure next steps after the coaching session are agreed and understood.
Coaching can often be a complex and demanding role. The coach may draw upon knowledge learnt from sociology, psychology or counselling.
In many countries people who wish to pursue a career in coaching can take professional qualifications to develop their understanding of the skills and techniques required.
It's clear that coaching involves supporting an individual or group of people to make improvements. The aim of coaching can be to help the recipient agree goals to impact on areas of weakness. The coach then provides support so that the end result is achieved.
The coach will use questioning, facilitation and listening skills to drive towards the desired results. Appropriate questions will be asked by the coach in order that the current position is fully understood. A key element of effective coaching is to provide the environment where the person receiving the coaching comes up with their own answers to the issues raised. In this way they will be motivated to work towards the end goal.
There may be cases where the coach uses a challenging style to keep a plan or programme of actions on track. In any event, a key aim for the coach will be to ensure next steps after the coaching session are agreed and understood.
Coaching can often be a complex and demanding role. The coach may draw upon knowledge learnt from sociology, psychology or counselling.
In many countries people who wish to pursue a career in coaching can take professional qualifications to develop their understanding of the skills and techniques required.
Books on coaching
There are some excellent books on coaching that can be ordered from Amazon
Bringing out brilliance in the client
A word of warning
Nancy Kline discusses coaching in a business context in her excellent book 'Time to Think.'
Kline agrees that coaching is 'desperately needed' but the way that it is done 'is limited.' Kline is concerned that, in reality, coaches spend far too little time listening. Coaches don't focus enough on encouraging their client to understand the position and come up with their own answers on the way forward.
Kline sums the position up as follows - 'The danger with coaching lies in the perceived need for the coach to appear brilliant. Coaches need to realise that the brilliant person is the client. The coach's job is to help the client discover that. Ironically, by bringing out the brilliance in the client, you as coach will be seen as the brilliant one.'
Kline agrees that coaching is 'desperately needed' but the way that it is done 'is limited.' Kline is concerned that, in reality, coaches spend far too little time listening. Coaches don't focus enough on encouraging their client to understand the position and come up with their own answers on the way forward.
Kline sums the position up as follows - 'The danger with coaching lies in the perceived need for the coach to appear brilliant. Coaches need to realise that the brilliant person is the client. The coach's job is to help the client discover that. Ironically, by bringing out the brilliance in the client, you as coach will be seen as the brilliant one.'
Books by Nancy Kline
Nancy Kline has written two books that coaches may find useful in developing their skills
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by GeoffHardy
Geoff is a contact centre consultant and lives close to London. He has managed a number of large contact centres and now works with clients to improve... more »
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