Untitled Quiz

Defining Coaching

• Coaching is about supporting an individual to take action towards achieving goals, supporting their development and growth, and/or overcoming obstacles.
• Coaching provides a safe environment for coachees to articulate themselves without judgment or criticism.
• Effective coaches work with the client's agenda, asking questions to encourage self-reflection.
• Coaches do not offer their own advice, but rather work with the coachee to find solutions to their own challenges, setting boundaries and expectations that promote trust and confidentiality.
• Clarity of the coaching aim or objective is crucial.
• Coaches act as catalysts, using questioning to help coachees identify options and choose a course of action.
• Managing logistical aspects (e.g. environment, time) is vital to the coaching session's success.

Coaching Conversation

• A coaching conversation is defined by its style, which can last from two minutes to two hours.
• Focuses on the individual's needs.
• Coach's intention is positive towards the coachee.
• Listening, questioning, and reflecting are core coaching skills.
• Coachee's reflection plays a key role in the process.

Coaching vs. Mentoring

• Both coaching and mentoring are learning interventions.
• Both involve developing a supportive relationship.
• Coaching focuses on empowering the coachee and providing guidance.
• Mentoring focuses more on providing guidance and advice based on experience.

Structure of Coaching

• The structure of coaching involves connection, contract, planning exploration and action to complete and close.

Starting a Coaching Relationship

• The first coaching meeting is unique, there is a need to carefully build rapport while articulating key principles.
• Chemistry session: An opportunity for the coach and coachee to get to know each other and understand the coaching process.
• Establish a strong relationship, agreed way of working, clear aim of coaching, and best use of time for client benefit.
• Relationship building is crucial for successful coaching.
• Connecting well can be achieved by having common interests/talking about shared experiences.
• Demonstrate active listening and curiosity. It is important to be present and show empathy for your client without offering solutions.

Starting a Coaching Session

• Starting a coaching session with present moment focus builds trust.
• Discuss shared experiences and common ground is a positive way to start a session, and that often brings a helpful perspective.
• Coaching is about building a relationship based on curiosity, rather than a pre-conceived agenda, and without trying to offer quick solutions.
• The coach’s role is about creating a safe, non-judgmental space where the individual can share their thoughts, perceptions or emotions without fear of criticism.

Coaching and Mentoring Differences

• Coaching is about encouraging the coachee's own self-directed response to issues and problems.
• Mentoring is about guidance and advice based on the mentor's experience.
• Both involve establishing an open and trusting relationship.

Different Levels of Coaching

• Coaching can have different perspectives.
• In the sporting world, one model of coaching involves the coach being in charge, providing direction and standards to the coachee.
• Another model focuses on the coachee's self-development.

Start, Explore, Finish Model for Coaching

• Connection, Contract (agreements), Exploration (consider options of action), and ‘Finish' (actions, accountability, commitment and closure)
• This is a very general framework and one possible approach for a coaching session.

Starting a Coaching Session

• The first meeting is unique and needs a careful balance of building rapport and articulating basic principles.
• Be mindful of the importance of the context and environment; the session space should feel comfortable and supportive.
• Actively listening supports rapport building.
• It is important to gather consent from the client.

The GROW Coaching Model

• It has four stages:
• Goal - What do you want to achieve?
• Reality - Where are you now?
• Options - What are your choices?
• Will - What are you going to do?

The Dance of Insight

• This is about asking consent and making the conversation clear.
• ‘Permission’ is about demonstrating respect for the other person by asking for their permission to move the conversation.
• ‘Placement' is about anchoring and defining conversations to ensure clarity.

Scaling

• Explore a situation and break down a complex issue to a more basic form for easier understanding.
• This might involve physical representations, numbers or other visual cues to aid in the process.

Starting and Finishing a Coaching Session

• Starting well is crucial; establishing rapport, clear aims, and a well-defined strategy.
• Maintaining a positive ending to a session supports the continuation of good rapport into subsequent sessions.
• It is crucial to be aware of the coachee's commitment to actions and reflect upon their experience of the session.

Starting a Coaching Session

• Establish the purpose; be mindful of the context, and your own responses.
• Build rapport by finding common ground.
• Seek to establish a clear contract and agreement about how the process will unfold.
• Establish the aim: What does the coachee hope to accomplish?
• Manage time effectively; have a clear timeframe for each session.

Effective Communication

• Explore various coaching communication techniques and how they work on a coaching conversation.
• Experimenting with a few communication techniques and models can help to support the development of coaching relationships that build rapport and trust.
• It is extremely important that coaches are present in the here and now during coaching.
• Communication is multi-faceted and includes verbal and non-verbal cues.
• Non-verbal communication often carries greater weight than verbal in relationships, and it is also critical that coaches recognise, understand and identify this for both themselves and their clients.

Rapport and Relationships

• Rapport is building a connection between a coach and coachee.
• It's about investing time to understand each other, finding common ground, and sharing experiences together.
• Using mirroring and matching techniques can be extremely helpful in building rapport. Coaching, in many modalities can be seen as a ‘co-created’ experience.
• Being aware of what feels appropriate or not is pivotal for any relationship, particularly in a work environment.

Coaching and Neuro-Linguistic Programming (NLP)

• NLP is an approach to communication patterns rooted in neuroscience to help individuals identify patterns in communication to create desired changes in their behaviours.
• NLP models include presuppositions, such as ’the map is not the territory’, ‘everyone has all the resources they need’, ‘all behaviour is purposeful’ and ‘change is possible’
• NLP methods like mirroring and matching help build rapport with coachees and understanding their models of the world.
• The meta model can provide useful questioning techniques to unearth the underlying patterns/assumptions and therefore help change how the coachee might be thinking.
• Coaching can sometimes be difficult.
  • It may trigger unconscious emotions or biases.
  • Consider using different coaching models to best reflect the coachee's responses and needs.

Coaching and Gestalt

• Gestalt coaching is concerned with the present moment and the coachee's immediate experience in order to encourage change.
• The main idea of Gestalt coaching is ‘the present moment' and that all learning takes place in that context.
• It has some key techniques including; reflecting back on the coachee's words, challenging limiting beliefs, exploring the issues and making changes in the present moment.

Coaching and Cognitive Behavioural Coaching (CBC)

• Cognitive Behavioral coaching involves focusing on the coachee's thoughts, feelings and behaviours and how these impact on their performance and actions.
• The ABC model is a very useful framework for better understanding the role of both thoughts, feelings and behaviours; and their relationship.

Feedback

• Feedback is an important factor to consider in developmental models and in relationships.
• It influences performance.
• Good feedback is typically specific to a situation and actionable.
• Different models can effectively elicit and provide the right feedback.

Personal Development Planning and PDP

• A personal development plan is an action plan for self-improvement.
• It promotes a level of credibility and commitment to continuous development.
• It is important to be self-aware, in order to understand what it is you want to achieve, and to align this with any organisational frameworks.
• The plan should be reviewed and revisited regularly.

Endings and Next Steps

• Effective planning and management of endings is important to promote empowerment and autonomy.
• Focus on the coaching relationship from the coach's perspective as well as the coachee's perspective.
• Consider the process from both perspectives.
• Endings present a chance for reflection and planning for future development needs.

Organisational Outcomes of Coaching

• Coaching is more likely to be successful when there is a good understanding of the system in which the coaching takes place.
• Consider the organisation, its values and those of the individuals within the organisation.
• Explore ways coaching can enhance the organisation’s culture, climate and leadership structure and strategy; and demonstrate how the coaching activities and outcomes align.

Diversity and Inclusion

• Professional coaches must be sensitive to and recognise cultural diversity in both themselves and their clients.
• Recognising that people are different and that this influences how they perceive situations.

Emotional Intelligence

• Emotional intelligence is about recognising and managing emotions in yourself and others.
• Key components include self-awareness, self-management, motivation, empathy, and social skills.
• Emotional intelligence is a key element of coaching, influencing how coaches interact with their clients and in the workplace.

Ethics in Workplace Coaching

• Clear guidelines about confidentiality, boundaries and appropriate conduct need to be established for any coaching.
• Coaches need to be aware that many areas of coaching overlap with professional ethics in other environments/professions.
• It is important to have a clear and comprehensive approach to maintaining boundaries in coaching, and this should be made clear to coachees and all relevant stakeholders.