1.2 - Identify potential individual, operational and organisational barriers to using coaching or mentoring and develop appropriate strategies for minimising or overcoming these
Creating a coaching culture
According to Carol Wilson (cited in The Edge - ILM - Mar/Apr 2015) we should consider 3 core principles when creating a coaching culture.
Confidence in others and be able to allow them to to take responsibility for themselves. Supporting this through positive feedback and actions that could assist improvement.
2. Self belief
Developed through praise and recognition but also through "allowing people to learn". Mistakes can be made and experiments are allowed.
3. Blame free
"People must be allowed to make their own progress through trial and error" and experiments with a measure of support, reflection, clear expectations and training.
Establishing a coaching culture should be about the way people work with each other and gaining true reflection on approach, skills, strategies and underlying belief. In a coaching culture people stop hiding or justifying and start discussing and exploring. It is less about what I do and more about what I don't do yet.
1.1 - Context, definition and difference
1.2 - Barriers to using coaching
1.3 - The case for coaching
2.1 - Knowledge, skills and behaviour
2.2 - Effective communication
2.3 - Responsibilities to manage relationships
3.1 - Review a model or process
3.2 - Rationale for contracting
3.3 - Exploring expectations and boundaries
3.4 - Rationale for supervision
4.1 - Review elements required for integrated coaching
4.2 - Analyse how benefits evaluated