Coaching and Performance: A Relationship Centered Approach
Clever sayings can guide a coach's approach to their work. The coach may aim to be a “guide on the side, not a sage on the stage.” Or a coach could follow a model, such as the SPIRO model (Specificity, Performance, Involvement, Realism, Observability). A coach may even employ several theories, from CIP to RIASEC. Whatever guidance the coach selects, it should be regularly reviewed, and possibly updated, so as to not limit their ability to serve clients. If the relationship is the center, the performance will follow. ~ Melanie Reinersman, firstname.lastname@example.org
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FOCUS ON: A Coaching Leadership Style
A culture of high performance, born out of a coaching leadership style, is one that imbues collaboration, empowerment and fulfillment. The coaching leadership style skills include trust, intention, feedback, active listening and powerful questions. It gives individuals the responsibility for driving their own performance. Read more about this style, pioneered by Sir John Whitmore.
FOR PRACTITIONERS: The GROW Model
To aid the client's need for problem solving, goal setting and performance improvement, a coach may employ the GROW model. Powerful questions raise the client's awareness and responsibility in four areas: (1) Goals and aspirations; (2) Reality of the current situation and obstacles; (3) Options, possibilities, strengths, resources; (4) Will or successful actions. Read more about how to promote confidence and self-motivation in clients with the GROW model.
JOB SEARCHING: The Visualization Strategy
Creative visualization is the purposeful process of generating a mental image in order to gain a benefit, such as improved self-confidence. This technique can aid job seekers in making effective decisions or reducing interviewing stress. A job seeker may start with writing down the imagined new job and posting it in a prominent location (e.g., on the bathroom mirror). Next, the job seeker may want to find photographs from the media that reflect their goals. Daydreaming is another way to imagine the future job. Read more about visualization from Jobacle.
FOR PRACTITIONERS: Brain-based Career Development
Neuroscience research sheds light on how action is affected by overwhelming amounts of information and future-based thinking. Engage with clients using a brain-based model to facilitate insights so effective action occurs. For example, avoid giving clients more than four pieces of information so as not to hinder decision-making. Watch this webinar for more information on brain-based career development.
TOP TEN: Strategies for Fighting Information Overload
The ability to manage productivity, for both coaches and clients, depends on the way information is handled. Clients who are coached to put a time limit on information gathering or identify only three to five priorities may be better able to avoid distraction, make fewer errors and increase problem-solving abilities. Likewise, coaches who aim to be thoughtful when sending information increase the chances of being heard. Read all ten strategies, with another bonus five.
“A leader’s task is simple: to get the job done and develop employees. Coaching is one process with both effects.” ~ Sir John Whitmore
“The new year stands before us, like a chapter in a book, waiting to be written. We can help write that story by setting goals.” ~ Melody Beattie
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