Coaching every day - why and how does that work? скачать в хорошем качестве

Coaching every day - why and how does that work?

Many organisations are keen to get their leaders to coach. They often run into problems soon after the designated leaders are appointed and trained because, well, because life takes over. Because coaching is OK when things are going well but when the going gets tough the tough won't coach, they'll tell. This, in turn, may be because we have made coaching too complicated, too bookish, too far removed from the operational coalface. Too much time away from 'real work'... I see coaching popping up in all sorts of disguises and 'within' rather than 'between' operational situations. For me, there are two types of coach. Ones who, like me, have the luxury of working intensively with someone who has extracted themselves from their work context (where the action is going on) and others, perhaps like you, who are working live, in the middle of the action. Both can work very nicely but at the risk of sounding like I'm playing with semantic differences, let me suggest that that coaching in the live, operational situation, might best be described as 'facilitation'.