Coaching skills for leaders in the workplace by Jackie Arnold

Coaching skills for leaders in the workplace by Jackie Arnold

By Jackie Arnold

As a pace-setter, senior supervisor or government, you're frequently required to behave as a trainer or mentor on your employees. This publication will help you manage powerful training programmes that could make an important distinction to employees retention and motivation. it is going to provide the wisdom and abilities you must inspire your employees to develop that you should get on together with your personal crucial management role.

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I will never be able to achieve this goal. ’ 2. ’ 3. ’ Gentle probing will often reveal fears or concerns around the goal or skills being described. The following are a few questions to use for statements 1–3 above: 1. ‘Never? ’ Or ‘Never? ’ 2. When have you ever been early? ’ 3. ’ See Chapter 7 for an exercise on challenging limiting beliefs. Case study The chief executive of an international company in Switzerland told me it was impossible for him not to take work home at night. His home life was suffering, but he was convinced that his productivity would also suffer if he Chapter 5 .

I would say that coaching supported and encouraged this coachee to be far more open and honest with me. After three months I came to respect her in a way that would not otherwise have been possible. ’ 4 The differences between coaching and mentoring You do not need to be in coaching mode all the time – there will always be occasions when new staff or less experienced individuals need mentoring. Such people would become very frustrated if you withheld your knowledge and expertise at all times. You will, therefore, at times, need to draw on your knowledge to guide and support your staff.

Annette was encouraged to look for the possible advantages and to let Julie give it a try. The following are a couple of questions from the coaching session: Annette: Julie, tell me a bit more about how you feel this solution would work. ) Yes, I see. I have a clearer picture of how this could work now. Is there anything else you need to think of? This last question allows Julie to reflect. It shows that the coach trusts the process and gives Julie time to expand her thinking. In this way she is able to explore her idea while, at the same time, feeling supported.

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