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There is a set of key skills and competencies that all good coaches possess and that you will need to develop in order to be an effective management coach. For example, you can be formally taught how to set goals and how to use questions effectively. But it is only through regular practice that you will be able to build rapport and use intuition effectively. It is a good idea to become familiar with the models available and then to use your own judgment about which of them to use and when. Regardless of the coaching model you decide to use, the culture and ethos of your own organization will have an impact on your ability to perform as a coach.
Coaching can improve productivity, morale, and job satisfaction and make team members less dependent on you to solve their problems for them.
Management coaching has its roots in sports coaching, and the principles behind 'The Inner Game' developed by tennis coach Tim Gallwey form the basis of many management coaching models. The TGROW model was developed by Myles Downey, who felt that the addition of the item 'Topic' would make it more relevant to management coaching. The 'Outcome' is the difference that the coachee (and those around them) wants to see as a result of the coaching.
The culture and ethos of your own organization will have an impact on your ability to perform as a coach.
The essential competencies and skills required by a successful coach are: active listening, asking questions, goal setting, giving feedback, building rapport, demonstrating empathy, and using intuition.
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If you’re a leader or an improvement professional, becoming an effective coach is THE capability to be developed and, frankly, most people in these roles are not very good at it.
Over the past 20+ years, I’ve worked with thousands of executives, managers, and full-time improvement professionals. The basics of these skills can be learned but they can only be perfected with practice and reflection. A model is simply a predetermined procedure that provides a framework for navigating a route through a coaching session, as well as providing a means of getting the session back on track if necessary. Some organizations may lack an understanding of the value of coaching, not see it as a priority, or have a low level of coaching skills and experience available within the organization.
These principles include: focusing on the present, concentrating on an 'action' rather than a task, and the coachee using their own knowledge and experience to improve their performance. This item enables both the coach and the coachee to understand the 'context' of the issue to be addressed. OSKAR represents a solution-based approach to coaching that accepts that people have problems rather than them being the problem! These are explained in our eBook 'Coaching Principles,' which describes the skills, attitudes, and behaviors you will need for running a successful coaching session.
Some organizations may lack an understanding of the value of coaching, not see it as a priority, or have a low level of coaching skills and experience available. Being capable of coaching is an important skill that can transform a manager’s scope of influence. Serving as an effective coach is one of the most powerful acts of respect you can demonstrate. These are issues that you need to consider and assess how extensive they are when deciding if coaching is the best way to develop your staff.


It also discusses the use of external coaches and the issues that confront managers who act as coaches to their own team.
These are issues that you need to consider when deciding if coaching is the best way to develop your staff.
Because most people with an aptitude for and interest in leading, quality, process design, and organizational transformation are super-star performers. The reality is that most people don’t emerge from the womb hard-wired as masterful coaches. Companies, governments, even families experience fewer problems when its members are proficient problem solvers.
If there are too many obstacles then you may find that attempting to use coaching will have a detrimental rather than a motivational effect. And, as I address in my book, The Outstanding Organization, without widespread problem-solving capabilities, organizations will never perform at the levels they are capable of. The 'Reality' requires the current issues and the challenges to be stated before an assessment of how far the coachee is away from their goal can be made. The 'Obstacles' stopping the coachee attaining their goal need to be identified so that the coachee can come up with different 'options,' or ways to deal with them.
The 'Way forward' involves defining the necessary action steps required to achieve the goal.



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