The term power of coaching refers to a one-to-one method of helping people by developing their skills and competencies by working with them on a one-to-one basis. A good coach is often able to provide assistance to a specific area of skills or behavior, such as leadership, in the organization through the assistance of specialists from within or outside the organization.
However, it can also occur in the workplace, so it is something that needs to be addressed. Having the ability to act as a coach is a very critical aspect of being a manager or team leader in order to ensure that learning occurs when necessary. As part of formal or informal performance reviews, coaching may be needed, but coaching opportunities may also arise in the course of day-to-day operations. Coaching is a part of the normal management process and includes:
By asking them questions to find out how thoroughly they have thought through what they are doing, you can determine how well they are performing.
Controlled delegation – ensuring that individuals are not only aware of what is expected of them but also understand what they will need to know and be able to accomplish. In this way, managers are able to provide guidance at the outset – guidance, later on, could be construed as interference.
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Making the most of any opportunity for learning that may arise.
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Motivating people to think about how they would approach higher-level problems.
A common framework used by coaches uses the GROW model:
‘G’ is for goal, which needs to be expressed in meaningful measurable terms so that future development can be measured.
‘R’ is for a reality check – eliciting as much information as possible about what needs to be learned by the person being coached.
‘O’ is for option generation – identifying as many solutions and actions as possible.
‘W’ is for wrapping up – ensuring that the individual being coached is committed to taking action.
To succeed in coaching, you must understand that you are there to help people learn and that their motivation to learn must be evident. For them to do their job satisfactorily, they need to improve their level of knowledge, skill, or behavior. Individuals should be given guidance on what they should be learning and feedback on how they are doing, and, because learning is an active, not passive process, they should participate actively in your role as a coach who is constructive, building on their strengths and experiences.
Coaches may be informal, but they must plan their sessions. Monitoring and advising people on how to do things better isn’t just checking up on them from time to time. It is not merely pointing out people’s mistakes and giving them a lecture every now and then. As much as possible, coaching should be conducted within the context of a general development plan that identifies the areas and directions where people could benefit.
It is possible and recommended to include coaching plans in the performance agreements as part of the personal development plans. Motivation, structure, and effective feedback are all important components of coaching. Coaches should believe that people can succeed and that they can make a positive difference in their own lives. Therefore, let’s declare the power of coaching in achieving success is critical for individuals.
