COACHING PROCESS
Refering to the case study and the coaching process as explained in Regenesys, Master of Business, Administration Mentoring and Coaching Study Guide, fig 14, (2016). My observations are that Stephen appointed Patti, a Level 2 coach from his club, to be his mentor. Patti has through her sessions with Stephen observed Stephen’s lessons plans with him prior to the session to establish objectives and plans. According the coaching process the coach have to have the strategic thinking with the ultimate goal/objectives in mind. And to obtain this the coach should observe the coachee to find out what the current state of the coachee is. To analyse the current situation with the view to identify smart goals together with the coachee. …show more content…
Here the coaching process keeps track of the coachee’s progress and performance also to identify opportunities for continuing coaching. Also very much in line with our study case and fig 14 coaching process.
METHODS TO DEVELOP A PLAN FOR A COACHING AND MENTORING SESSION
The GROW model could be used as a method (tool) for profiling. This model was originally developed in the 1980’s by Sir John Witmore. The GROW model is ideal in planning a journey. The goal is first decided on then we establish where we currently at. The next step would be to explore the different options to reach our destination (much like google map). The final step is to form a will in order to ensure the coachee’s commitment toward the journey as well as difficulties along the journey.
The GROW model would be ideal for this case study in that we establish a Goal which is specific and one which we can measure, is realistic and attainable. The next point will be to ask what is happening now, examining the coachee’s current reality. Once we passed the two steps we determine what is possible. We can do this by brainstorming. Finally the coachee have to commit to specific actions in order to progress towards his/her …show more content…
It should start with the employee’s ambition or the employer’s recognition of an employee’s potential. When potential has been identified the employer should as culture in the organization develop or strengthen any skill that employee may have by enrolling that employee in a coaching or mentoring program. This starts a personal relationship between coach and coachee or mentor and mentee. In the case of a mentorship relationship it is often than not the senior who mentor a mentee that will allow the mentee to find out information, to understand the landscape and obtain resources within the organization. The mentee will have a trusted personal relationship to call upon. It has been shown in the past that employee’s performance at work is linked to the quality of the relationship with the manager or supervisor as well as the quality of the relationship with the
Refering to the case study and the coaching process as explained in Regenesys, Master of Business, Administration Mentoring and Coaching Study Guide, fig 14, (2016). My observations are that Stephen appointed Patti, a Level 2 coach from his club, to be his mentor. Patti has through her sessions with Stephen observed Stephen’s lessons plans with him prior to the session to establish objectives and plans. According the coaching process the coach have to have the strategic thinking with the ultimate goal/objectives in mind. And to obtain this the coach should observe the coachee to find out what the current state of the coachee is. To analyse the current situation with the view to identify smart goals together with the coachee. …show more content…
Here the coaching process keeps track of the coachee’s progress and performance also to identify opportunities for continuing coaching. Also very much in line with our study case and fig 14 coaching process.
METHODS TO DEVELOP A PLAN FOR A COACHING AND MENTORING SESSION
The GROW model could be used as a method (tool) for profiling. This model was originally developed in the 1980’s by Sir John Witmore. The GROW model is ideal in planning a journey. The goal is first decided on then we establish where we currently at. The next step would be to explore the different options to reach our destination (much like google map). The final step is to form a will in order to ensure the coachee’s commitment toward the journey as well as difficulties along the journey.
The GROW model would be ideal for this case study in that we establish a Goal which is specific and one which we can measure, is realistic and attainable. The next point will be to ask what is happening now, examining the coachee’s current reality. Once we passed the two steps we determine what is possible. We can do this by brainstorming. Finally the coachee have to commit to specific actions in order to progress towards his/her …show more content…
It should start with the employee’s ambition or the employer’s recognition of an employee’s potential. When potential has been identified the employer should as culture in the organization develop or strengthen any skill that employee may have by enrolling that employee in a coaching or mentoring program. This starts a personal relationship between coach and coachee or mentor and mentee. In the case of a mentorship relationship it is often than not the senior who mentor a mentee that will allow the mentee to find out information, to understand the landscape and obtain resources within the organization. The mentee will have a trusted personal relationship to call upon. It has been shown in the past that employee’s performance at work is linked to the quality of the relationship with the manager or supervisor as well as the quality of the relationship with the