2.1 - Critically explore the knowledge, skills, and behaviour of an effective coach or mentor
Operating principles for coaches
There are certain principles of perspective and belief that support collaborative coaching.
A room may be full of fabulous coaches who all look different, sound different and appear different. However, when they coach, they are operating from a set of common beliefs.
For example, they all believe in the power of coaching and they all believe that they can coach. These assumptions and beliefs are what help define effective coaching.
_ I will maintain my commitment to support the individual.
_ My coaching relationships are built upon truth, openness and trust.
_ The coachee is responsible for the results they are creating.
_ The coachee is capable of much better results than they are currently generating.
_ I will maintain focus on what the coachee thinks and experiences.
_ I know that coachees can generate perfect solutions.
_ My coaching conversations are based on equality.
Once we've identified this common set of beliefs, they serve as principles we can operate from to achieve effectiveness over time.
By reflecting on them and comparing them with our own behaviours and approach, we can often spot opportunities to improve.
When sometimes our coaching isn't successful, they can help us to understand why.
Perhaps a coachee seems to be happy to spend the whole coaching session complaining about his situation at work. In addition, the coachee refuses to consider potential solutions or what they might be doing to make things better.
The coach tries in vain to help the coachee feel more positive about the situation and get into action to sort things out. Then, by reflecting on the following principles, the coach is reminded to coach from the assumption that the coachee is responsible for their circumstances and actions. It may be that the coach became so frustrated with the whole situation that they forgot to focus on that simple principle.
Sometimes issues within coaching can appear complex, when really a simple approach solves the mightiest of problems.
Some of the key principles occur as rules of behaviour, while others appear as perspectives of what the coach is there to do, or not do.
Where a coach is consistently able to adopt these principles, this will improve their ability to coach effectively over time.
The Coaching Manual Julie Starr - 2008 - ISBN: 978-0-273-71352-4
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