Learning and Development Practice

A non-directive coach will not offer the coaches advice and rarely even give the coaches suggestions, although through skilful questioning they will help the coaches to see their situation from a different perspective, gain clarity, uncover options, challenge inconsistencies and hold the coaches accountable to their actions. ‘Directives’ Scale Directive – know how -l tell you – You follow instruction Non-Directive – I – You know how – You tell me – You decide Starr, J. 2008. The Coaching Manual. Person Education LTD. Page.

Although I have given an idea of what directive and non-directive coaching styles are. These styles can be seen on a sliding scale. A tool for the coach to use, dependent on the situation and where the questioning leads. The coach my not always use one style over another but can slide up and down the scale to enhance the coaches answer and gain clarity where needed, or dependent on the experience of the coaches. With the ultimate aim that the coaches leaves empowered to move forward with action points to achieve goals. . 2 How coaching differs from other L&D methods Counseling Counseling a therapeutic intervention usually around a personal deep rooted issue room a person’s past that is affecting a person in the present. Counseling provides intervention strategy to cope with the personal issue by delving into the persons past. Coaching although can bring out emotions from the coaches, tends to be forward looking and is based around performance related issues and not personal. (Beavers, 2010). 1. How coaching can meet organizational objectives Coaching can meet organizational objectives by Staff engage and have a greater awareness of organizations objectives. Implemented agreed actions during coaching process show recorded outcomes which means the organizations has measurable results of learning within staff PDP. Shows an organization has a learning culture – investing in their people. If coach is line manager they will enhance management capabilities within the organization. 4 Coaching roles The Coaches role Establishes the boundaries, e. . Frequency and length of sessions as well as the session structure. Explains what coaching is and is not, and asks permission to explain when issues go beyond what is permissible in coaching. Helps the coaches set goals through questions. Showing interest, activity listening, being non- judgmental. Shows confidence in coaches to find own solutions. Helps coaches gain insight through questioning, listening and challenging them. Encourages forward movement and thinking. Helps coaches set SMART goals and feedback on those goals.

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Holds coaches accountable for his/her own progress and does not own the actions. The Coaches role Commits to the coaching process and be an active part. Takes ownership of their progress. Is honest, open and shares information with the coach. Willing to discover more self awareness. Takes ownership and willingness to move forward with agreed actions to achieve goals. Understands that the coach is only human and that mistakes from both the coaches and the coach may be made along the Journey. 1. The benefits of coaching Individual Increased Confidence and self awareness from developing own solutions and goals (ELM,2007). Dedicated time to discuss own performance and ownership on how to improve it. Better understanding of their contribution within their role related to the organizations objectives. Organization Motivated staff leading to better staff retention throughout the organization. Improved communication and relationships between management and staff. Improve business knowledge and skills in specific areas related to the organization (ELM, 2007). 1. How to implement a coaching culture within an organization Bringing in external coaches would be dependent on cost- External coaches are costly, although may be more dependent and more reliant to complete agreed actions, but are more likely to be used short term and small scale (Beavers, 2010). External coaches are more likely to be brought to coach executive level management (Beavers, 2010), or to train up in- house coaches who can then coach at lower levels of management and/or line engaged stats within the organization as part to the development process (Harrison, 2009). 1. Developing in-house coaching Advantages Coach will have existing knowledge of the organization and understands the organizations objectives. Can be more cost effective when coaching a large workforce in comparison to bring in an external coach. As a manager/coach – can offer immediate coaching to team members when issues arise. Disadvantages Coaches may not be willing to open up to coach about issues, especially is coach is their line manager due to lack of trust of confidentiality. Conflict of interest if coach is manager – They have their own targets to achieve which might affect the aims or outcome of the coaching session.