When to use a coach
Savage, C. (2001). Executive coaching: Professional self-care for nursing leaders. Nursing Economics, 19(4), 178-182
- When you simply feel you need a coach
- When told to do so by a supervisor,
- When you notice butterflies in your stomach concerning what you are about to do,
- When you are about to be promoted and closely watched - and it matters to you.
Coleman, A. (2000). Just for the drill of it. Director, 53(8), 54-57.
- To help technical people who are promoted to management position - think like managers. Prepare them for not liking the new role, possibly suffering growing pains.
- Help managers become more strategic, change thinking to those of a director.
- Help people reassess their relationship with work - life balance.
- Help directors and others re-find their families
- Help females who overcompensate for feminineness by becoming too aggressive.
- Help organisations tap into their huge stock of intellectual capital. Coach executives and managers.
Judge, Q., & Cowell, J. (1997). The brave new world of executive coaching. Business Horizons, July, 71-77.
- To enhance already adequate skills (quality of life issues),
- When you have executives with a behavioural or skill shortfall - usually interactional,
- When you have a promising executive,
- The entrepreneur needs a wider skill set
Maher, S. (2001). The case for a coach. Association Management, 53(4), 78-85.
- To learn how to use time effectively and reduce over-commitment and stress. Chronic stress is a sign of failure of organisational systems.
- How to lead an organisation rather than just manage it. Emotional intelligence (development) plays a big part here.
- How to be strategic in a meaningful way for the organisation. (Strategic 'manner' must fit the organisation.) Visibly focused leadership
- Maximise staff effectiveness without micromanagement. How they deal with things - not what they deal with.
- How to deal effectively with difficult people - employees, supervisors, clients etc. Removing personalities from interactions.
The coach
- is not the expert, but the 'thought partner'
- knows what questions help the coachee discover important answers
- provides targeted and specific 'just in time' training.
- assumes that people are basically good and will grow.
- does not assume coachee is broken - to be 'fixed up'
- provides unconditional positive regard and acceptance
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