The Coaching Process
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Coaching usually starts with an introductory interview, either face-to-face or by telephone. Its purpose is to look at what the individual wants from coaching, understand the challenges he or she faces, define the scope of the relationship and agree on specific desired outcomes. Coaching sessions may be in person or over the telephone, each lasting for a prearranged length of time. Between each coaching appointment, the client may be asked to take initiatives that support previously identified goals. The coach may suggest resources such as relevant articles, books, or models to stimulate the client’s thinking. The length of the coaching relationship varies depending on the client’s needs and wishes.
Assessments: A wide range of assessment tools are available depending upon client needs and circumstances, from 360 feedback approaches to personality and strength reviews. Assessments can provide objective information to help increase the client’s self-awareness and understanding of context. They can offer a foundation to develop coaching goals and strategies and a way of evaluating progress.
Theories and models: Behavioural sciences; leadership and organizational development literature; and arts and humanities, all offer ideas and principles that may be introduced into the coaching conversation. Examining concepts from many disciplines can trigger fresh insights, and provide new frameworks to help clients see new options and choices.
Appreciative approach: Coaching incorporates an Appreciative Inquiry approach. Appreciative Inquiry is grounded in affirmation and appreciation. It looks at what's right, what's working, what's wanted, and what's needed to get there. A 4D cycle is used to guide conversation:
The key focus of Appreciative Inquiry is on envisioning success as contrasted with focusing on problems. Its intent is to in harness possibility-thinking and goal-oriented action. For more information, you can review The Power of Appreciative Inquiry: A Practical Guide to Positive Change (second edition) by Diana Whitney and Amanda Trosten-Bloom, Berrett-Koehler Publishers, Inc. San Francisco, 2010.
Coaching usually starts with an introductory interview, either face-to-face or by telephone. Its purpose is to look at what the individual wants from coaching, understand the challenges he or she faces, define the scope of the relationship and agree on specific desired outcomes. Coaching sessions may be in person or over the telephone, each lasting for a prearranged length of time. Between each coaching appointment, the client may be asked to take initiatives that support previously identified goals. The coach may suggest resources such as relevant articles, books, or models to stimulate the client’s thinking. The length of the coaching relationship varies depending on the client’s needs and wishes.
Assessments: A wide range of assessment tools are available depending upon client needs and circumstances, from 360 feedback approaches to personality and strength reviews. Assessments can provide objective information to help increase the client’s self-awareness and understanding of context. They can offer a foundation to develop coaching goals and strategies and a way of evaluating progress.
Theories and models: Behavioural sciences; leadership and organizational development literature; and arts and humanities, all offer ideas and principles that may be introduced into the coaching conversation. Examining concepts from many disciplines can trigger fresh insights, and provide new frameworks to help clients see new options and choices.
Appreciative approach: Coaching incorporates an Appreciative Inquiry approach. Appreciative Inquiry is grounded in affirmation and appreciation. It looks at what's right, what's working, what's wanted, and what's needed to get there. A 4D cycle is used to guide conversation:
- Discovery (Appreciating) - Identifying the best of what is;
- Dream (Imagining) - Exploring opportunities for the future;
- Design (Innovating) - Describing the ideal organization;
- Destiny (Delivering) - Developing ongoing empowerment, performance and learning.
The key focus of Appreciative Inquiry is on envisioning success as contrasted with focusing on problems. Its intent is to in harness possibility-thinking and goal-oriented action. For more information, you can review The Power of Appreciative Inquiry: A Practical Guide to Positive Change (second edition) by Diana Whitney and Amanda Trosten-Bloom, Berrett-Koehler Publishers, Inc. San Francisco, 2010.
Tel. (613) 979-7500 | [email protected] | © Hardy Coaching Group 2012
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