Get Coaching Handbook: An Action Kit for Trainers and Managers PDF

By Sara Thorpe

ISBN-10: 074943810X

ISBN-13: 9780749438104

Full of sensible info, case experiences and routines. A one-stop store of a ebook deals every little thing readers have to be in a position to harness the strong and winning means of training. Softcover.

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Extra resources for Coaching Handbook: An Action Kit for Trainers and Managers

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Challenges the coachee’s perception of his or her abilities. Helps the coachee to identify problems and possible routes to a solution. Supports the evaluation process by encouraging the coachee to assess progress against his or her learning goals. Helps the coachee to motivate self to achieve his or her learning goals. Required skills/abilities planning and time management; analytical interpretation; negotiation; interpersonal skills; building rapport giving feedback active listening asking questions/gaining information observation; facilitation; standard and goal setting helping others learn evaluation and review Required qualities/attitudes supportive, empathetic; patient; positive attitude; respectful; trustworthy; honest; belief in people’s potential; confident; objective and non-judgmental; sensitive; interested; perceptive; self-aware; attentive; retentive.

Need to jot notes down. These are not formal, but are aide memoires. If you decide to make notes, explain to your coachee what you are writing and the reasons for writing it as people worry about what might happen to the notes. Another option is to ask the coachee to write the notes – although be careful that this does not distract the coachee away from thinking about the questions that you are asking. Develop the objectives This is the stage of the process where you agree what the coaching process is going to achieve – what are the outcomes and targets you will work towards together.

If the coachee is happy to go on, then you can continue with the meeting. If the coachee is not happy, it is not possible to proceed. ’ Fundamentally, however, coaching is a two-way relationship and if one party does not wish to participate you cannot be successful. Together you will need to agree how this decision is communicated to the line manager; either the coachee talks to the manager, you talk to the manager or you talk to him or her together. Wherever possible it is good to encourage the coachee to take responsibility and own his or her own decisions; therefore the ideal is to get the coachee to talk to his or her line manager.

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Coaching Handbook: An Action Kit for Trainers and Managers by Sara Thorpe


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