by Coaching at Work | Sep 14, 2008 | Articles, Manager-as-coach |
Research states that describing coaching and mentoring as ‘tools’ is outdated and neglects the needs of the learner Bob Garvey In the past, social research attempted to emulate the natural sciences by adopting cause and effect methodologies. The application of such...
by Coaching at Work | Sep 10, 2008 | Articles, Manager-as-coach |
Knowing when and who to coach is critical to line managers. Offers practical help Managers emerge from coach training programmes equipped with new, as well as previously unrecognised, skills they can use. Their motivation is high; and then they return to work. At...
by Coaching at Work | Sep 10, 2008 | Articles |
Explores the International Coach Federation’s key competency of “creating awareness” Lisa Wynn I doubt many coaches would disagree that a fundamental of coaching is supporting the client to reach a deeper level of awareness. Where we perhaps differ in approach...
by Coaching at Work | Sep 10, 2008 | Articles |
What does it take to be an authentic coach? Sharing the ‘professional you’ is a necessary part of the coaching relationship, but without input from the ‘whole you’, any genuine dialogue is lost By Natalie Carolan and Simon Callow Some years ago, after a somewhat...
by Coaching at Work | Sep 9, 2008 | Articles |
Review of coaching in Whitehall reveals that while some departments see it as a powerful tool, others take a more laissez-faire approach. What are the lessons for the civil service and employers? Andy McLellan Improving the quality of leadership has become...
