Coaching for Success
Coaching is perhaps the most effective method of increasing performance available to managers, team leaders, and colleagues. This article defines coaching and outlines a process for effective coaching.
Coaching is perhaps the most effective method of increasing performance available to managers, team leaders, and colleagues.
If you wish to improve the skills of your employees, you must plan to observe them and provide them with feedback. If you’re like most supervisors or managers, you have limited time and are looking for employees to become proficient – and independent – faster.
Entelechy’s Coaching Model is designed to help you do just that!
The Coaching Model is appropriate for developing the skills of employees if the employee is willing to improve. Coaching should not be used as a softer, gentler version of corrective action; if a performance problem occurs, you will want to use the Problem Solving model.
The Coaching Model is based on several important principles:
1. There are two primary goals to coaching:
• To improve performance.
• To help employees gain the ability to self-assess.
2. It is important that the coaching sessions follow a predictable process. This will help the coachees feel more comfortable and relaxed, which will help to ensure they actively participate in these sessions. It is for this reason that we suggest that you share the coaching model with your employees prior to coaching.
3. Coaching is a planned development process and should not be a surprise.
4. The way you open the conversation sets the tone for what will follow.
5. After we open the conversation using our initial probe, we discuss positives first and areas for improvement last. Beginning with positives first is motivational and accomplishes the following:
• The goal is to have employees increase their performance. If they are not in a positive frame of mind, they will not be open to this change.
• Reinforces good behavior and ease into the coaching session.
• Builds self-esteem.
6. Ending the coaching session with a discussion of areas for development ensures that they are focusing on those areas.
7. Always give the coachee a chance to self-assess before you offer your insights. Encouraging self-assessment is positive for several reasons:
• It encourages improvement even when you are not coaching.
• It allows you to determine why the employee may not be performing as desired; they may not know that they’re doing something incorrectly.
• It builds self-esteem.
• It increases the chances that behavior will change.
8. Reinforce correct self-assessment.
9. Defer or redirect inappropriate or incorrect self-assessment.
10. We focus coaching on only two strengths and two areas for development. Limiting the discussion is important and accomplishes the following:
• Increases the coachee’s ability to reach proficiency.
• Focuses on the most important issues.
• Other issues can be addressed after some progress has been made on the most important issues first.
11. If an employee is not identifying areas that you identified (or has identified them incorrectly), use increasingly specific questions to allow the employee to self-assess if possible. This allows you to determine if the employee doesn’t know what’s expected, doesn’t have the skill, or simply chooses not to demonstrate the skill.
The Coaching Model at Work
Now let’s turn our attention to Entelechy’s Coaching Model in practice.
Step 1: Open the Conversation
The coach opens the conversation with a general question; this helps the coach get a sense for the accuracy of the coachee’s self-assessment. If the coachee responds with, “that was the best call ever” and you thought that the call was poor, you know that you’ll have to adjust your coaching conversation.
Step 2: Probe for What Went Well
The coach asks the coachee what went particularly well and listens for the responses. By identifying what went well first, a positive tone for the coaching session is set. We want to make sure that the coachee continues doing these things. This also forces the coachee — NOT THE COACH — to identify superior performance.
Step 2a: Redirect or Defer
Sometimes the coachee will bring up a negative when you’re discussing positives. You will want to defer that discussion until later in the coaching conversation by saying, “I’d like to talk about that more later. What else went particularly well?”
Other times, the coachee will claim something as a positive that — in your opinion — was an area that needs development. You will want to redirect their perception by pointing out what you saw that helped you conclude that it was less than desirable. “Oh, really? Did you happen to see John’s face when you discussed the product’s features? That’s right, he seemed to lose interest when you started talking about us rather than about him….”
Step 2b: Support and Build
When the coachee correctly assesses his performance — both strengths and areas for development — support the assessment by saying, “I agree.” Build from their conclusions to reinforce the accuracy of their self-assessment. In this way, you are reinforcing one of the most valuable skills anyone can acquire: the ability to assess and improve their own performance.
Step 3: Probe for Areas for Development
The third step is to ask the coachee what he would change if he could do it again. Obviously, if the coachee knows what could be improved and knows how to improve it, he won’t benefit from YOU telling him! And by mentally rehearsing what he will do differently, the likelihood of him actually carrying out the improvement is increased.
Most experts agree that two or three areas for development are enough for anyone to work on. Working on a laundry list of things to change is frustrating and futile. Focus on the areas of greatest need.
When identifying areas for development, the coachee may not have identified the one that you thought was most important. Again, you can redirect their perception by identifying what you saw that they might not have that allowed you to come to your conclusion. “I agree that the two areas that you identified would definitely had made the call go better. What do you think the effect of your product feature presentation was on the customer? Why? What might you do differently the next time…?”
Step 4: Summarize and Support
Even though you may have limited the coaching to a few strengths and a couple areas for development, you will want to briefly summarize the discussion, especially what the coachee will do differently the next time. This recap will cause the most important things to remain fresh in memory. You will also want to support the changes by saying something like, “I think those changes will make your next call go even better.”
Follow these four steps to help your employees and colleagues increase their performance. In the next issue we discuss how to give feedback within the coaching framework.
(This information comes from Coaching for Performance, a module in Entelechy’s High Performance Management program. Check out this module as well as our 40 other modules, training tools, and eGuides at www.unlockit.com.)
Why Do You ‘Not Benefit’ From Coaching Golf Tips
Most golfers have had dozens of opportunities to receive coaching golf tips from numerous sources. However the most interesting aspect of it all is that many are not able to benefit much from these coaching golf tips.
What could be the reason? Is it that the coaching golf tips are not explained in enough detail? Or is it that most golfers fail to grasp them? All these possible reasons are highly unlikely because most coaching golf tips are given and explained in a very practical manner.
If we have any hope of solving this mystery then we must start looking for the answer in the area of implementation. The mind understands but the body is unable to execute. Weak flabby and therefore tense muscles have a problem keeping up with stress and pressure exerted.
Golf still has many players who have stuck to the good old days when exercises were unheard of amongst golfers. When nobody could hear of strength exercises for golf to strengthen muscles and help the golfer dramatically improve on their golf swing. Those are the days when stretch exercises were very minimal and almost non-existent.
These kinds of golfers would obviously have a serious problem implementing most coaching golf tips and adopting them to their game.
There is yet another reason why many golfers do not benefit from coaching golf tips. It emerges from the fact that not every coaching golf tip will work for every golfer. Some tips will suit the styles of certain golfers more than that of others. The problem here is that many golfers quickly get discouraged when they find that they cannot use the first few coaching golf tips and abandon all the rest.
This is really sad because in all probability the coaching golf tip that best suits them is somewhere in the long list just waiting to be discovered.
The Achilles’ Heel Of Management Coaching
While heading home at day’s end, you begin reflecting on a coaching meeting you had earlier that day with an employee, Chris. You hope that, this time, you finally succeeded in getting her to understand the importance of spending less time in disruptive socializing in the office and more time elevating her performance. If not, you feel that your only remaining alternatives are to give her a poor performance evaluation or demotion or may even fire her. You’re reluctant to do either of the first two things because you know these would disrupt the positive work relationship you’ve had with Chris. And you don’t really want to fire her. On the other hand, you’re running out of patience; this is the fourth time you’ve said something to Chris about the situation. Admittedly, the first few times, your comments may have missed the mark because you gave her only some casual feedback. But about a month ago, you held a formal coaching meeting with Chris, in which you discussed the situation in depth and came away thinking that she understood the need to change her behavior. In fact, she did change. But after a week or so, she was back to her old behavior.
Sound familiar? The most critical step in the management coaching process – getting an employee to agree there’s a need for improvement – is usually not well understood or well executed. Without that, there’s little likelihood of any permanent change.
Not a chewing out
As the use of coaching rises, so does the confusion over what it is and isn’t. I define management coaching as an interpersonal process between a manager and an employee in which the manager helps the employee redirect his or her performance while maintaining mutual trust. Coaching differs from feedback, although feedback is part of the management coaching process. Feedback is given by a manager or supervisor in response to a specific event or situation; coaching focuses on a pattern of behavior along with strategies for growth and development. Coaching is all about the art of turning situations and events into learning and growing experiences. Examples include missing several deadlines in a short period despite being reminded that meeting deadlines is important, continuing to arrive late for work after being told tardiness is not acceptable, and continuing to interrupt others in spite of receiving feedback that such behavior isn’t appropriate. Management Coaching is not “chewing out”, taking to task, or threatening employees to try to improve their performance. Those tactics can work, but the results may be worse than the original problem. Such approaches tend to make employees passive-aggressive. They will walk the line and do nothing more or less than what is asked.
In general, a management coaching meeting should take place only after an employee understands clearly what’s expected and has received feedback at least once that his or her performance is not what it could or should be. However, in some cases, certain significant events may be the focus of a coaching meeting, before they develop into a pattern of behavior. For example, a manufacturer decided that any safety violation – no matter how minor – would be addressed in a coaching discussion and, if significant, could lead to formal discipline.
Coaching involves these critical elements:
A two-way dialogue
A series of interdependent steps or objectives
Specific coaching skills and strategies
Courage and conviction
A personal sense of humor
The management coaching process has two primary areas of focus: helping an employee recognize the need to improve his or her performance and developing an employee’s commitment to taking steps to improve performance permanently.
While all of the steps in the C.M.O.E coaching model are important, the most critical one is often not understood or carried out effectively – getting an employee to recognize and agree that there is a need to improve his performance. That step is equally important whether an employee has a specific performance problem or an employee is an average performer who could do better. Without a felt need for change and greater self awareness, there’s little likelihood that any improvement will occur or that it will be permanent.
Coaching Leaders for Change – 5 Ground Rules
How do you convince leaders to change?
Executive coaching offers a tremendous opportunity to leverage the talent and resources of leaders.
Coaching is no longer reserved for problem leaders. It is frequently sought by top performers whose organizations value their growth potential. But not all coaching is the same.
Establishing Ground Rules
Here are five principles that should be clarified at the outset of the coaching process. In the beginning, coaches must clarify the ground rules with the executive they will be coaching, as well as with the sponsoring organization.
1. Confidentiality, expectations and commitment: The coach must be clear about what will be shared with the leader’s boss and what will be kept confidential. Aligning coaching goals with the organization’s objectives is crucial.
2. Reporting relationships: There must be clarity among the organizational contact (boss or HR representative), coach and leader.
3. Methods of information gathering: Key stakeholders, team members, direct reports and others involved will be contacted by both the coach and the leader.
4. Making judgments, setting objectives and monitoring progress: The coach helps the leader and key stakeholders maintain objectivity. Coaches must focus on one or two behaviors, without judgment, and facilitate honest sharing about progress.
5. How, why and when the coaching will end: Coaching parameters must be set at the beginning of the engagement, with milestones for assessing progress and a completion date (usually 12 to 18 months).
It is critical to clarify at the outset who the client is. When the coach and leader understand that the company is the actual client, then the ground rules are easier to accept. Once the ground rules have been established, they cannot be bent.
Measuring Coaching Success
Success isn’t measured by:
– How well the leader performs with the coach’s help. It must be judged on how well he or she performs after the coach has left the scene.
– How leaders feel about their own progress. It must be judged on the changes stakeholders perceive.
– The leader’s positive feelings toward, and relationship with, the coach. True success is measured by results.
Coaching can be daunting for some leaders, as they must be willing to be vulnerable and open. It is exhilarating for those who embrace it and commit to change. Unlike management science, academic theory or consulting, coaching is an exciting interpersonal journey. Coaches and their clients form strong bonds built on trust, openness, confidence and achievement.
Important Pointers for Basketball Coaching
Playing basketball isn’t all about relying on one’s skills and knowledge of the game. It further requires teamwork. A player will be unable to score for the team if the rest fail to cooperate in the venture. More so, basketball coaching is an integral ingredient in bringing success for the team. Can just anybody do the coaching? If one has no talent for it, he won’t be able to be an effective coach.
It is significant that playing basketball should focus on the offensive and defensive sides. As coaches, they become the responsible individuals for setting the tables for these routines. Both the training in the offense and defense will not only mold the players to look their best and bring the ball to the basket but enough knowledge in these arenas as emphasized more by basketball coaching will retain the team’s being organized and composed as well as make use of tactics that will work up the opponent’s weaknesses for their own advantage.
If you take an interest in basketball coaching, you’ve got to educate yourself with the proper timing and tactics. Achieving a certain expertise on these elements will heighten your own team’s chances of scoring and eventually winning the game. Take note of these pointers when coaching:
Ensure a solid commitment to basketball coaching. If you aren’t directed by your commitment and determination, then your basketball coaching goals will remain a dream that floats around never to be realized.
Get the proper training for yourself. It will be advantageous for you to undergo training from a reputed basketball coach who can instill in you the values and necessary tips for coaching.
Get a grip on the system. Basketball coaching means learning the ropes of the game. With a keen understanding of it, you will soon be geared towards the procedures that will make everything easy and possible for you and your team.
Keep an eye on your goals. Focus, perseverance, confidence, and acceptance are the key elements to acheiveing your goals when coaching.
Dream, plan, and work on it. Your dreams can materialize if you have the willpower to do so.
There is no other being who can direct the team towards success other than you. Your basketball coaching techniques and pointers when embedded into the hearts and minds of the players will surely inspire all of them to bring victory home.
10 Benefits to Becoming a Coach
Coaching is a very personal experience, but we all share in the benefits that coaching brings to our clients and ourselves. If you’re thinking of becoming a coach, this list may persuade you to take the leap. If you’re already a coach, it will remind you how lucky you are!
1) Coaching is extremely fulfilling
You get to partner with people in whichever area is MOST important to them right now. You can make an enormous difference to their life, and watch the results unfold. Find out what areas are most fulfilling for you, and work with clients who are pursuing them.
2) Coaching lets you work from home or anywhere else!
Stroll around your front yard using a cordless headset phone, coach from a quiet meeting room at work, or even from the beach. Due to the growing popularity of phone coaching, you can now travel or live in any country in the world, and keep your coaching practice going.
3) Set your own work hours e.g. Mon to Wed, 10am – 1pm?
You decide when you coach, and when you’ll have free time to create other projects. Prefer to coach in the evenings? Want 2 hours for lunch? It’s your choice.
4) Coaching pays well
Good coaches are exceeding six figure incomes. Suppose you charged in your early stages only $250 per month and provided 30 minute sessions. You could spend two days a week coaching 20 clients, and still make $60,000 that year. And, if you worked up to 30 clients at $400 per month, we’re talking $144,000 for coaching three days a week.
5) Coaching offers you your own business with VERY low overhead
Running your own business gives you a LOT of freedom and room for creativity. And there are not many businesses you can enter with the investment of nothing but your coach training, a computer and a phone. You can also transition safely into the profession by developing a client base BEFORE you cut back to 3 days a week at your regular job, or even quit.
6) Coaching creates continual personal growth
By asking a lot of your clients, you’ll find you naturally begin to ask a lot of yourself. You cannot help but grow and expand, and achieve results as you ask them to grow and expand, and achieve results. Imagine reaching a startling insight for yourself in a coaching session, and you’re getting paid for it!
7) Your personal development is tax deductible!
Any course you do related to personal growth, including any travel you need to do to take the training, is generally tax deducible (check with your accountant). Want to learn Reiki? Yoga? Management skills? If you’re passing it on to your clients and getting paid for it, it’s a business expense.
8) Coaching allows you to network with other winning coaches
You become part of a dynamic worldwide community. Need a contact in London? Visa information for Canada? Advise on coaching while traveling the world? You’ll find the coaching community surprisingly generous and supportive.
9) Coaching equals creativity
Coaching clients regularly is an amazing structure for creativity in your life. The world becomes a huge palette where your job is to help brainstorm ideas and strategies for your clients. It’s impossible for you to not come up with ideas and strategies for yourself and those around you! A new book? A series of audio tapes? How to reduce hunger? A web course for girls hitting puberty? Who knows where you will end up!
10) Get in at the ground floor of an emerging profession
As a profession, coaching is in its infancy. It is less than 15 years old in the US. If you start now, in five years you could be a leader in your profession.
By David Wood and Geoff Grist
I encourage you to share, replicate or forward this article as long as the author links, and copyright information are kept intact.
The Power Of Youth Basketball Coaching – A Personal Review.
If you really want to make a difference in the lives of youngsters, one must try coaching youth basketball. Well I gave it a shot, and boy am I excited about the whole thing. There are several places that will teach you how to coach youth basketball, from charities to workshops to who knows what else. My experience with youth basketball coaching begins for over a year now, and there has never been a more fulfilling experience in my life thus far. However don’t take my word alone for it, cause you should give youth basketball coaching a try to believe it.
The wonderful thing about youth basketball coaching is you can with minimal experience or background in sports, be the one to keep children away from harmful and dangerous influences in their lives. It is a creepy world out there with crime, drugs, and all manner of other temptations which plague our youth nowadays. Why, when I was a kid, we did not even know what drugs were. But nonetheless, using youth basketball coaching especially when working with a good, well organized community center, you can help out kids to say no to crime, drugs, and any other bad or destructive influences in their lives. You have to see it to believe it. The difference it makes is amazing.
At times I do not understand why my work with youth basketball coaching has helped so much for kids, but they have recounted all about it themselves. It is a fact. I have a kid – Mikey who signed up about when I started youth basketball coaching. Prior to joining the team, Mikey was bad news. His mother had a drug problem and he was getting drugs himself. Besides his friends was a very bad influence on him. I first decided to sign up for youth basketball coaching especially because of kids like Mikey.
I really didn’t understand much about youth basketball coaching when I first got into it. Neither did I have any training. I just watched a couple of youth basketball coaching videos, and hustle to prepare for my first day as a coach. But boy was it worth it. I packed in all of those coaching aids, and soon I was directing the team like a pro. Now that I am an expert at youth basketball coaching, I’ll tell you a secret. With youth basketball coaching, it does not matter where you begin, as long as you persist.
Introduction to Performance Coaching
Not too long ago ship captains could actually whip sailors who disobeyed orders; managers could fire workers on the spot for virtually any reason, or even no reason at all; and students could be expelled from school for any minor infraction of the rules. Today, much has changed. Sailors have rights, workers have unions, and students are asked for input in the educational process.
The person in charge used to have unquestioned authority and ability to command and compel. Strict obedience was believed to be a necessity. Today, managers must focus on leading and persuading rather than ordering and forcing. In more and more industries today, especially retail, the never-ending supply of job applicants has dried up. Instead of “fire and replace,” managers must develop the skills to “improve and correct.” Leaders must learn effective performance coaching techniques and know how to convince workers to change their behavior in order to achieve organizational objectives.
The word “performance coaching” has been abused by some business experts, perhaps because they are less skilled in performance coaching techniques than they could be. Coaches in the business world run the gamut from well-trained professionals to rank amateurs who deal in unscientific methodologies. The true coach is a trained expert who understands the application of behavioral science concepts and human relations principles. It is important for us to remember that it is possible for managers to improve their coaching skills to the point where they can effectively change the inappropriate behaviors of employees into productive behaviors that drive organizational results.
One of the most critical skills a manager or executive must have is the ability to coach others to not only reinforce positive behaviors, but to also correct ineffective behaviors. I have studied a dozen different performance coaching systems and models in my professional career, but clearly the best one I’ve used is an Eight Step Model created by Drs. Steven Stowell and Matt Starcevich. It is described in their book titled The Coach, published by The Center for Management and Organization Effectiveness. As we explore performance coaching in this and subsequent articles you can gain additional information from the CMOE website.
First of all let’s define what performance coaching is. It is an interactive communication and relationship process between leaders to team members, peers to peers, or even team members to leaders with the purpose of exerting a positive influence on people and/or the organization. Coaching enhances the behavior change, motivation, performance, awareness, and development of another person. Performance Coaching is typically an ongoing process of building a partnership for continuous improvement.
Now, let’s consider when coaching is appropriate. This is an important discussion, because inexperienced coaches believe that coaching only takes place when something goes wrong. I’ve found eight situations when performance coaching should be considered by managers and executives. Notice that these situations are not all negative in nature. They are:
1. When performance improves and deserves to be rewarded
2. When performance declines and deserves to be corrected
3. When a goal is achieved and deserves to be rewarded
4. When a goal is missed and deserves to be discussed
5. When an employee exhibits an inappropriate behavior that doesn’t affect his/her performance
6. During the regular performance appraisal process
7. When the employee deserves to understand his/her career opportunities
8. When it’s just a good time to talk about how things are going
In every performance coaching workshop I have taught I have been asked if everyone will respond to a coach’s attempts at coaching. In other words are there some people who are not coachable or resistant to coaching? The answer to that question is, regrettably, yes. Here is how the numbers break down. Fifty percent of the general population will respond favorably to a coach’s attempts at coaching. In fact, the coach doesn’t necessarily have to be highly effective or even follow the model very closely in order to achieve moderate results. So if you have ten employees and they are “average,” or represent “general population,” and you have a little training in coaching, then about half the time you should get at least reasonable results from your attempts at performance coaching. Now that’s pretty encouraging!
Another twenty-five percent of the general population will respond to coaching, but it will take longer and require greater skills from the coach. This means that as a manager you will need to sharpen your coaching skills and develop patience with the coaching process.
Twenty percent, or one person in five of the general population is what psychologists label a “performance coaching challenge.” These people may respond performance coaching, but it’s likely to be a long-term process and any results you achieve may not be dramatic. Oftentimes, coaches get frustrated and give up before they see the results begin. Remember, these coaching challenges are capable of behavior change. It’s important to give them a chance to improve. Patient coaches many times achieve good results from these employees; it just takes time, skill, effort and a little luck.
The final category of five percent is a group of our general population who struggle to even stay in the workplace. Turnover is higher in this category than in any of the other categories. Employees from this five percent group cause more frustration and irritation than from any other group. And, if there are any employees who could be classified as difficult to coach, or even “resistant to coaching,” this would the category.”
What is this Tool Used in Organizations Called Coaching?
There are many different opinions as to what coaching is and also what it is not. If you look at coaching from a high level, the Merriam – Webster dictionary defines the root word coach as: to instruct, direct, or prompt as a coach. The common theme derived from this definition is guidance. The original Germanic term means to transport or move from one place to a new place. However, some organizations define coaching as the way to develop people and improve performance. Others say coaching is for confronting problems, empowering employees, and building support within an organization. In reality coaching is a combination of all these put together.
CMOE (Center for Management and Organization Effectiveness) has been helping organizations over the past three decades with their coaching needs. During that time our team has researched and studied what great coaches do. We have defined the process and behaviors that help managers succeed at this task that great coaches exhibit. At CMOE we believe Coaching to be an interactive process between organizational members aimed at achieving a positive influence on people’s actions. Truly effective coaching should enhance communication, motivation, performance, awareness, and development regardless if you are facing performance problems or encouraging growth and personal development.
In our latest hardbound book on Coaching titled Win-Win Partnerships, we discuss how people today are generally more accepting and responsive to change if their leaders will be open and display trust and respect; hence the need for a great coach. Coaching should not push or drive individual talents, skills, and knowledge underground but should bring them out and use the often hidden potential employees possesses to create a great organization.
Coaching is about communication with those around you to create a better environment. If you take the time to learn and invest in the coaching process you will see dramatic improvements the performance of others that will lead to bottom line results. Coaching is a skill that takes time and takes practice to perfect.
If you would like to develop the skills for you or your leaders, please contact a CMOE representative to learn about our Coaching process. There is a reason why our coaching process has been translated into almost every major language and used by Fortune 500 companies and many multinational organizations for the past three decades. It works, it’s proven, and it is a researched based process. Contact our main office today at (888)262-2499 or via email at firstname.lastname@example.org
Quick Tip: A coaching conversation is collaborative discussion. Don’t dominate the conversation, lead it with stimulating questions and you will get the greatest results.
Life Coaching Faqs
What do you mean by coaching?
Coaching that is undertaken professionally can be defined as a relationship that is shared between the coach who has certain qualifications and a particular individual or even a group. Coaching is done in order to achieve particular goals that have been set beforehand. Coaching helps people to concentrate on their inner skills and talents. It is these skills that will enhance the personal and professional life of people.
Do you need coaching?
In order to find out if you are in any need of coaching, make a list of your expectations from coaching. If you know what you want through the process of coaching, it will definitely prove to be invaluable. It will contribute in achieving your desired goals. You will have to consider if you are in need of a third person’s point of view. Find out if you need a new opinion about your life.
Does coaching have any advantages?
With the help of coaching, a completely new light can be thrown on different aspects of personal as well as professional life. Coaching will contribute in making effective decisions. The capability of thinking will be enhanced. Coaching can improve interpersonal abilities. And an increase in confidence is an undoubted advantage of taking up personal coaching. The level of productivity can increase multifold through coaching. It will help in bringing about satisfaction in the personal as well as professional lives.
Why has the coaching industry grown so much?
Coaching has proved itself to be an invaluable instrument in tackling the various challenges that have emerged in the professional and personal world in recent years. Small size of businesses has increased in number. And even the percentage of self employed people has gone up. The professional environment itself has changed drastically. The terms of employment contracts have undergone tremendous alterations.
Why would you need coaching?
The need for coaching may arise owing to various grounds. There may be an objective you want to accomplish but don’t know how to. You may be falling short on your level of confidence, your interpersonal skills and relevant information. You may need to speed up the rate at which you work in order to achieve desired outcomes. You may have experienced a life changing situation and need to start afresh. Your style may not be appropriate in achieving your objectives.
These are some of the FAQs regarding coaching.