The document discusses organizational coaching and its benefits. It defines coaching as helping unlock a person's potential to maximize their performance, while mentoring involves a more experienced person advising and supporting another's career development. Coaching focuses on short-term performance goals, while mentoring has a long-term focus on career development. The benefits of coaching include improved individual and organizational performance, increased employee engagement, and identifying strengths and development opportunities. When implemented effectively in an organization, coaching can help drive business needs and support talent management strategies.
Situational leadership theory proposes that there is no single best leadership style and that effective leadership depends on the readiness level of the group or individual. The theory identifies four leadership styles (telling, selling, participating, and delegating) based on the amount of task behavior and relationship behavior exhibited. It also identifies four developmental levels of group maturity (M1-M4). The theory asserts that effective leadership involves matching one's style to the competence and commitment level (D1-D4) of the group for the task. The key to effective leadership is correctly assessing the situation and applying the appropriate leadership style.
This presentation discusses charismatic leadership by comparing Max Weber's cultural approach to charisma with the psychological approach. Weber viewed charisma as dependent on a leader's ability to appeal to the existing cultural beliefs of their followers. Psychology focuses more on individual leader traits like charm and visionary communication. Both approaches agree charismatic leaders inspire devotion through personality, but Weber emphasizes the role of culture while psychology emphasizes innate leader abilities. Examples are given of leaders like Churchill and Jobs demonstrating these approaches.
Define leader and leadership
Compare and contrast early leadership theories
Describe the four major contingency leadership theories
Describe modern views of leadership and the issues facing today’s leaders
Discuss trust as the essence of leadership
The document discusses the benefits of exercise for mental health. It states that regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help alleviate symptoms of mental illness.
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Leadership is a trait of influencing the behavior of individuals, in order to fulfill organizational objectives.
A number of leadership theories have been propounded by various management experts considering behavior, traits, nature, etc. namely, Authoritarian, Laissez-faire, Transactional, Transformational, Paternalistic and Democratic.
Leadership styles refer to the behavioral patterns that leaders use to direct members of an organization towards achieving goals. There are several types of leadership styles including motivational styles which use positive or negative reinforcement, power styles such as autocratic, democratic, and paternalistic, and orientation styles that are either employee-oriented or task-oriented. Effective leadership requires traits that can be innate or developed like intelligence, motivation skills, communication abilities, and a focus on developing employees as well as completing tasks. While managers focus on processes and directing employees formally, leaders influence others through informal relationships and inspiring enthusiasm to accomplish work.
Strategic leadership involves both art and discipline. The art of strategic leadership is creative thinking, envisioning alternative futures, and considering various scenarios. The discipline is having the courage to make decisions, implement policies, and influence others to achieve a shared vision. Strategic leaders think broadly and have impacts that last over long periods of time, often through significant organizational change. They drive organizations to thrive in the long term. For organizations to be strategic, they must continually assess where they are, understand their mission and vision, learn how to achieve their goals, plan strategies, implement tactics, and check their progress. Strategic leadership is a learning process that everyone in an organization contributes to, not just those at the top.
The document discusses various theories and concepts related to leadership. It defines leadership as a process where a person influences others to accomplish an objective and directs an organization. The document outlines four factors of leadership: the leader, followers, situation, and communication. It also discusses different leadership styles such as authoritarian, democratic, paternalistic, and laissez-faire. Finally, the document presents Robert Blake and Jane Mouton's Managerial Grid model which illustrates different leadership behaviors based on concern for tasks and concern for people.
Leadership is the process of influencing others towards achieving shared goals. Management involves planning, organizing and directing others' work, while leadership focuses on influencing. There are various leadership styles based on the amount of authority retained by the leader and their emphasis on tasks versus people. These include authoritarian, participative, and free-rein styles. Leadership theories explore traits, behaviors, relationships and situational factors that influence leadership effectiveness. Prominent theories include trait theory, behavioral theory, LMX theory, and contingency theory.
The strategic management process involves four main steps:
1. Situation analysis which examines the internal and external environments of the company.
2. Strategy formulation where the company's strengths are analyzed to determine appropriate strategies.
3. Strategy implementation which puts the formulated strategies into action.
4. Strategy evaluation which assesses the internal and external environments again to determine if the strategies need reformulating.
The document discusses four different frames or perspectives for viewing organizations: structural, human resource, political, and symbolic. Each frame has different roots, key concepts, focuses, assumptions, and views of leadership and change. The structural frame focuses on goals, roles, and formal relationships. The human resource frame focuses on fit between individuals and the organization. The political frame sees organizations as coalitions and power relationships. The symbolic frame views organizations through their culture, myths, and symbols. Leaders must choose which frame best matches their current situation.
The document discusses different types of leaders and the key functions and responsibilities of organizational leaders. It defines leadership as influencing people to achieve goals in a given situation. An effective leader motivates their team using techniques like rewarding progress, providing feedback, and recognizing accomplishments. Leaders must understand individual needs, set clear expectations, involve people in planning, and lead by example to achieve organizational objectives.
Leadership is a process by which one person influences the thoughts, attitudes, and behaviors of others. Leaders set a direction for the rest of us; they help us see what lies ahead; they help us visualize what we might achieve; they encourage us and inspire us. This presentation slides explains the meaning, definition and types of leadership and its characteristics.
This document discusses various types of counseling, coaching, supervision, and problem-solving techniques used in employee monitoring and development. It describes performance counseling as focusing on an employee's overall tasks and behaviors during a period, rather than just specific problems. Positive, constructive, and developmental counseling are explained as well as counselor-centered vs. employee-centered approaches. The roles, rights, and responsibilities of supervisors are outlined. Coaching, mentoring, and problem-solving methods are also summarized.
The LMX theory focuses on the quality of the relationship between leaders and individual subordinates rather than groups. It recognizes that leaders form two types of relationships - an in-group who receive special treatment and privileges in exchange for high performance, and an out-group who only meet basic expectations. High-quality leader-member relationships are created through trust, respect, empathy and persistence, and result in greater employee satisfaction, performance and retention. While LMX emphasizes the importance of individualized relationships, it has been criticized for potentially creating unfairness and not fully explaining how to develop high-quality exchanges.
The document discusses situational leadership theory, which proposes that effective leadership depends on the development level of followers. It describes four leadership styles based on the amount of direction and support provided: directing, coaching, supporting, and delegating. The optimal style depends on followers' competence and commitment levels, with more directive styles used for low development levels and less directive styles for high development levels. Mismatches between leadership style and follower development can decrease effectiveness.
This presentation about Team building and importance of Team building in the organisation. It explained about goal setting, Interpersonal relationship management, Role clarification and problem solving. This presentation also explains about issues present in Team building.
This document discusses various aspects of human resource planning such as career planning and development, succession planning, and potential appraisal and development. It provides details on the meaning and process of career planning, management, and development. It also outlines the need for career planning, steps involved in establishing a career development system, advantages for individuals and organizations, and limitations. Succession planning and potential appraisal are also defined along with best practices.
This document discusses various theories and concepts related to leadership. It begins by defining a leader and leadership, and distinguishing between leaders and managers. It then covers historically important early studies on leadership from Ohio State, Michigan, and Iowa. The document outlines several traditional theories of leadership including great man theory, trait theory, and contingency theory. It also summarizes modern theories like transformational, transactional, and authentic leadership. Finally, it discusses different leadership styles, substitutes for leadership, and approaches to developing effective leaders.
Leader-member exchange (LMX) theory conceptualizes leadership as a process centered on interactions between leaders and subordinates. Early LMX studies found leaders form in-groups and out-groups among subordinates, with in-groups receiving more support and resources. Later research showed high-quality leader-member exchanges lead to improved individual and organizational outcomes. LMX theory prescribes leaders work to develop high-quality relationships with all subordinates through mutual trust and respect.
Organization Culture, Change and DevelopmentVasim Shaikh
A presentation of organisation culture, organisation change and organisation development delivered by me and my team in our collage for the subject Organisation Behavior.
The presentation is prepared with a minion theme.
This document describes different leadership styles, power styles, and behaviors. It discusses servant leadership, autocratic leadership, participative leadership, democratic leadership, transformational leadership, bureaucratic leadership, and laissez-faire leadership. It also covers situational leadership and how the best leadership style depends on situational factors. Videos are provided as examples of different leadership styles, including autocratic, democratic, laissez-faire, and situational leadership. References are listed at the end related to servant leadership, choosing leadership patterns, participation in organizations, leadership styles created in experiments, and transformational leadership.
Succession planning is a part of Human
resource planning for employee
development It is a strategy for identifying
and developing high potential workers for
future leaders.
Laissez-Faire
A laissez-faire leader lacks direct supervision of employees and fails to provide regular feedback to those under his supervision. Highly experienced and trained employees requiring little supervision fall under the laissez-faire leadership style. However, not all employees possess those characteristics. This leadership style hinders the production of employees needing supervision. The laissez-faire style produces no leadership or supervision efforts from managers, which can lead to poor production, lack of control and increasing costs.
Autocratic
The autocratic leadership style allows managers to make decisions alone without the input of others. Managers possess total authority and impose their will on employees. No one challenges the decisions of autocratic leaders. Countries such as Cuba and North Korea operate under the autocratic leadership style. This leadership style benefits employees who require close supervision. Creative employees who thrive in group functions detest this leadership style.
Participative
Often called the democratic leadership style, participative leadership values the input of team members and peers, but the responsibility of making the final decision rests with the participative leader. Participative leadership boosts employee morale because employees make contributions to the decision-making process. It causes them to feel as if their opinions matter. When a company needs to make changes within the organization, the participative leadership style helps employees accept changes easily because they play a role in the process. This style meets challenges when companies need to make a decision in a short period.
COACHING TAKES YOU FROM “HOW TO WOW”
You aspire to achieve specific goals and fulfil your dreams. But working towards goal is not that easy, as you may encounter several how, where, why, when, whom, which etc. questions en-route to success. The inspiration to find solution of these hurdles, odds and rough patches are available through Coaching. The down times can get really down and dishearten you.
Setbacks and disappointments are an integral part of life and there is no escaping them. While you cannot change your circumstances or bypass the hurdles, you can brace yourself up against the difficult times by maintaining a positive & constructive frame of mind and then determine to keep you going against all odds.
When the going gets tough and you are overwhelmed by the rough times, all you need is Coaching to encourage and keep you going. The showcase to inspire the winner in you will do, by unchaining your real potential. Coaching stimuli will lift up your spirits, make you feel high-n-confident and put you back on right action track.
Coaching and mentoring can inspire and empower people, build commitment, increase productivity, grow talent, and promote success. They are essential elements of modern managerial practice. However, many organizations still have not established related schemes. By not doing so, they also fail to capitalize on the experience and knowledge that seasoned personnel can pass on.
The document discusses various theories and concepts related to leadership. It defines leadership as a process where a person influences others to accomplish an objective and directs an organization. The document outlines four factors of leadership: the leader, followers, situation, and communication. It also discusses different leadership styles such as authoritarian, democratic, paternalistic, and laissez-faire. Finally, the document presents Robert Blake and Jane Mouton's Managerial Grid model which illustrates different leadership behaviors based on concern for tasks and concern for people.
Leadership is the process of influencing others towards achieving shared goals. Management involves planning, organizing and directing others' work, while leadership focuses on influencing. There are various leadership styles based on the amount of authority retained by the leader and their emphasis on tasks versus people. These include authoritarian, participative, and free-rein styles. Leadership theories explore traits, behaviors, relationships and situational factors that influence leadership effectiveness. Prominent theories include trait theory, behavioral theory, LMX theory, and contingency theory.
The strategic management process involves four main steps:
1. Situation analysis which examines the internal and external environments of the company.
2. Strategy formulation where the company's strengths are analyzed to determine appropriate strategies.
3. Strategy implementation which puts the formulated strategies into action.
4. Strategy evaluation which assesses the internal and external environments again to determine if the strategies need reformulating.
The document discusses four different frames or perspectives for viewing organizations: structural, human resource, political, and symbolic. Each frame has different roots, key concepts, focuses, assumptions, and views of leadership and change. The structural frame focuses on goals, roles, and formal relationships. The human resource frame focuses on fit between individuals and the organization. The political frame sees organizations as coalitions and power relationships. The symbolic frame views organizations through their culture, myths, and symbols. Leaders must choose which frame best matches their current situation.
The document discusses different types of leaders and the key functions and responsibilities of organizational leaders. It defines leadership as influencing people to achieve goals in a given situation. An effective leader motivates their team using techniques like rewarding progress, providing feedback, and recognizing accomplishments. Leaders must understand individual needs, set clear expectations, involve people in planning, and lead by example to achieve organizational objectives.
Leadership is a process by which one person influences the thoughts, attitudes, and behaviors of others. Leaders set a direction for the rest of us; they help us see what lies ahead; they help us visualize what we might achieve; they encourage us and inspire us. This presentation slides explains the meaning, definition and types of leadership and its characteristics.
This document discusses various types of counseling, coaching, supervision, and problem-solving techniques used in employee monitoring and development. It describes performance counseling as focusing on an employee's overall tasks and behaviors during a period, rather than just specific problems. Positive, constructive, and developmental counseling are explained as well as counselor-centered vs. employee-centered approaches. The roles, rights, and responsibilities of supervisors are outlined. Coaching, mentoring, and problem-solving methods are also summarized.
The LMX theory focuses on the quality of the relationship between leaders and individual subordinates rather than groups. It recognizes that leaders form two types of relationships - an in-group who receive special treatment and privileges in exchange for high performance, and an out-group who only meet basic expectations. High-quality leader-member relationships are created through trust, respect, empathy and persistence, and result in greater employee satisfaction, performance and retention. While LMX emphasizes the importance of individualized relationships, it has been criticized for potentially creating unfairness and not fully explaining how to develop high-quality exchanges.
The document discusses situational leadership theory, which proposes that effective leadership depends on the development level of followers. It describes four leadership styles based on the amount of direction and support provided: directing, coaching, supporting, and delegating. The optimal style depends on followers' competence and commitment levels, with more directive styles used for low development levels and less directive styles for high development levels. Mismatches between leadership style and follower development can decrease effectiveness.
This presentation about Team building and importance of Team building in the organisation. It explained about goal setting, Interpersonal relationship management, Role clarification and problem solving. This presentation also explains about issues present in Team building.
This document discusses various aspects of human resource planning such as career planning and development, succession planning, and potential appraisal and development. It provides details on the meaning and process of career planning, management, and development. It also outlines the need for career planning, steps involved in establishing a career development system, advantages for individuals and organizations, and limitations. Succession planning and potential appraisal are also defined along with best practices.
This document discusses various theories and concepts related to leadership. It begins by defining a leader and leadership, and distinguishing between leaders and managers. It then covers historically important early studies on leadership from Ohio State, Michigan, and Iowa. The document outlines several traditional theories of leadership including great man theory, trait theory, and contingency theory. It also summarizes modern theories like transformational, transactional, and authentic leadership. Finally, it discusses different leadership styles, substitutes for leadership, and approaches to developing effective leaders.
Leader-member exchange (LMX) theory conceptualizes leadership as a process centered on interactions between leaders and subordinates. Early LMX studies found leaders form in-groups and out-groups among subordinates, with in-groups receiving more support and resources. Later research showed high-quality leader-member exchanges lead to improved individual and organizational outcomes. LMX theory prescribes leaders work to develop high-quality relationships with all subordinates through mutual trust and respect.
Organization Culture, Change and DevelopmentVasim Shaikh
A presentation of organisation culture, organisation change and organisation development delivered by me and my team in our collage for the subject Organisation Behavior.
The presentation is prepared with a minion theme.
This document describes different leadership styles, power styles, and behaviors. It discusses servant leadership, autocratic leadership, participative leadership, democratic leadership, transformational leadership, bureaucratic leadership, and laissez-faire leadership. It also covers situational leadership and how the best leadership style depends on situational factors. Videos are provided as examples of different leadership styles, including autocratic, democratic, laissez-faire, and situational leadership. References are listed at the end related to servant leadership, choosing leadership patterns, participation in organizations, leadership styles created in experiments, and transformational leadership.
Succession planning is a part of Human
resource planning for employee
development It is a strategy for identifying
and developing high potential workers for
future leaders.
Laissez-Faire
A laissez-faire leader lacks direct supervision of employees and fails to provide regular feedback to those under his supervision. Highly experienced and trained employees requiring little supervision fall under the laissez-faire leadership style. However, not all employees possess those characteristics. This leadership style hinders the production of employees needing supervision. The laissez-faire style produces no leadership or supervision efforts from managers, which can lead to poor production, lack of control and increasing costs.
Autocratic
The autocratic leadership style allows managers to make decisions alone without the input of others. Managers possess total authority and impose their will on employees. No one challenges the decisions of autocratic leaders. Countries such as Cuba and North Korea operate under the autocratic leadership style. This leadership style benefits employees who require close supervision. Creative employees who thrive in group functions detest this leadership style.
Participative
Often called the democratic leadership style, participative leadership values the input of team members and peers, but the responsibility of making the final decision rests with the participative leader. Participative leadership boosts employee morale because employees make contributions to the decision-making process. It causes them to feel as if their opinions matter. When a company needs to make changes within the organization, the participative leadership style helps employees accept changes easily because they play a role in the process. This style meets challenges when companies need to make a decision in a short period.
COACHING TAKES YOU FROM “HOW TO WOW”
You aspire to achieve specific goals and fulfil your dreams. But working towards goal is not that easy, as you may encounter several how, where, why, when, whom, which etc. questions en-route to success. The inspiration to find solution of these hurdles, odds and rough patches are available through Coaching. The down times can get really down and dishearten you.
Setbacks and disappointments are an integral part of life and there is no escaping them. While you cannot change your circumstances or bypass the hurdles, you can brace yourself up against the difficult times by maintaining a positive & constructive frame of mind and then determine to keep you going against all odds.
When the going gets tough and you are overwhelmed by the rough times, all you need is Coaching to encourage and keep you going. The showcase to inspire the winner in you will do, by unchaining your real potential. Coaching stimuli will lift up your spirits, make you feel high-n-confident and put you back on right action track.
Coaching and mentoring can inspire and empower people, build commitment, increase productivity, grow talent, and promote success. They are essential elements of modern managerial practice. However, many organizations still have not established related schemes. By not doing so, they also fail to capitalize on the experience and knowledge that seasoned personnel can pass on.
Sales Mentor A Training Book With The Exclusive Content.harsh157217
Introduction:
In the fast-paced world of sales, success often hinges on the guidance and mentorship one receives. Whether you're a seasoned sales professional or just stepping into the field, the right mentorship can make all the difference. "Sales Mentor: A Training Book With Exclusive Content" is a comprehensive guide designed to equip you with the skills, strategies, and mindset needed to excel in sales. This book goes beyond the basics, offering exclusive insights and techniques from seasoned sales mentors to help you reach new heights of success.
Chapter 1: Understanding the Sales Landscape
Before diving into the specifics of sales techniques and strategies, it's crucial to have a solid understanding of the sales landscape. This chapter provides an overview of the modern sales environment, including market trends, customer behavior, and emerging technologies. By grasping the broader context of sales, you'll be better equipped to navigate its complexities and adapt to changes effectively.
Chapter 2: The Role of Mentorship in Sales Success
Mentorship plays a pivotal role in the development of sales professionals. In this chapter, we explore the significance of mentorship and how it can accelerate your growth and success in sales. Drawing on insights from experienced mentors, we delve into the qualities of effective mentors and how to cultivate meaningful mentor-mentee relationships. Additionally, we discuss the benefits of both formal and informal mentorship and how to leverage them to your advantage.
Chapter 3: Building a Growth Mindset
A growth mindset is essential for success in sales, as it empowers individuals to embrace challenges, learn from setbacks, and continuously improve. This chapter focuses on cultivating a growth mindset and overcoming common barriers such as fear of failure and self-limiting beliefs. Through practical exercises and real-life examples, you'll learn how to adopt a mindset of resilience, curiosity, and adaptability, enabling you to thrive in the dynamic world of sales.
Chapter 4: Mastering Sales Fundamentals
Effective salesmanship relies on a solid foundation of fundamental skills and techniques. This chapter covers essential sales concepts such as prospecting, qualifying leads, delivering persuasive presentations, and handling objections. From cold calling to closing deals, you'll gain valuable insights and strategies to enhance your sales effectiveness and drive results.
Chapter 5: Leveraging Technology for Sales Success
In today's digital age, technology plays a pivotal role in sales enablement and productivity. This chapter explores the latest tools, platforms, and technologies reshaping the sales landscape. From customer relationship management (CRM) systems to sales automation software, you'll discover how to leverage technology to streamline your workflow, personalize customer interactions, and gain a competitive edge in the marketplace.
Chapter 6: The Art of Relationship Building
Sales is fund
The document defines coaching and mentoring, comparing their key differences. Coaching focuses on short-term job performance while mentoring provides long-term career guidance. Coaches focus on competencies and task completion, acting as teachers, while mentors facilitate exploration and goal-setting as a long-term advisor. Effective coaching and mentoring involves setting specific and measurable goals, using questioning to facilitate self-guided solutions, and maintaining a supportive relationship to encourage growth.
This document discusses coaching in human resources. It defines coaching as directing, instructing, and training people to achieve goals or develop skills. The coaching process involves repeating cycles. Good coaches have skills like listening, problem solving, and believing in people. Coaching yields results like improving performance, learning, and achieving goals. Coaching focuses on job performance while mentoring provides general career guidance. Benefits of coaching include improved skills and career prospects. Potential disadvantages can occur if coaching is not properly analyzed or integrated within an organization. Overall, coaching is effective when aligned with employee and organizational needs.
1. The document discusses performance coaching and outlines an 8-step coaching model used by Indo Group to improve employee performance through coaching.
2. The 8-step model includes establishing trust, defining goals, discussing impacts, creating plans, getting commitments, addressing obstacles, clarifying consequences, and ongoing support.
3. Effective coaching skills that build understanding and relationships include active listening, open-ended questions, clarifying, goal setting, and providing constructive feedback.
RAGMA, Feljone G. Coaching and mentoringFeljone Ragma
The document discusses coaching and mentoring. It defines coaching as short-term and job-focused, while mentoring is long-term and can cross job boundaries. The roles of a coach include focusing on performance, having a specific agenda, and drawing influence from their position. A mentor's focus is on the individual, they act as a facilitator without an agenda, and draw influence from their perceived value. Both coaching and mentoring help individuals achieve their potential by facilitating exploration of needs, setting goals, and encouraging commitment to action and growth. Effective coaching and mentoring maintain an unconditional positive regard and ensure the relationship does not create dependencies.
Mentoring and coaching for organizational successPakii16
The document discusses mentoring and coaching for organizational success. It defines mentoring as a long-term process focused on career growth and interpersonal skills, while coaching focuses on specific, time-bound skills and goals. Benefits include improved employee retention and skills, stronger company culture, and greater success. Effective programs require collaborative work environments, committed employees and managers, standard processes, and assessment of impact. Barriers can include poor matching, perceptions of favoritism, and unrealistic expectations. Overall, mentoring and coaching provide opportunities for employees and organizational benefits when implemented efficiently.
The document provides an overview of mentoring and coaching skills training. It defines mentoring as a long-term relationship focused on career development, while defining coaching as short-term and focused on specific goals. The training covers best practices for mentoring including the roles of mentors and mentees. It also outlines performance-based and skills-based coaching processes. These include diagnosing issues, setting goals, demonstrating tasks, and providing feedback. The document differentiates mentoring and coaching to clarify their distinct purposes and approaches.
Learn about, knowledge about coaching skills, talent development program, support structure for new talents, alignment of company mission, vision and obejctives
This document discusses coaching and its benefits for organizations, leaders, and team members. It defines coaching as a process that helps people maximize their own performance by discovering solutions themselves, rather than being taught. Coaching focuses on the future and eliciting ideas from the person being coached. The benefits include developing leadership capability, empowering employees, boosting performance, and increasing engagement, discretionary effort, and retention. Effective coaching skills allow leaders to enhance capacity, delegate more confidently, and achieve goals through empowered employees.
Applying coaching and mentoring strategies in the workplaceMichelle Grant
This document outlines strategies for applying coaching and mentoring in the workplace. It discusses distinguishing between coaching and mentoring, identifying principles for coaching others, and how coaching and mentoring can develop employees. The Grow model for coaching is introduced, which involves setting goals, understanding reality, exploring options, and establishing willingness. Learning contracts are also covered as a tool to clarify learning goals and roles between supervisors and employees. The overall message is that coaching, mentoring, and feedback are important for supervisors to facilitate employee growth and performance.
Coaching involves a more experienced colleague helping an individual develop their skills through focused one-on-one sessions. It is a style of developing employees that involves empowering them and providing guidance to achieve their aims, either for their current or future roles. Coaching differs from mentoring in that it focuses on specific tasks or skills that can be measured, while mentoring focuses on longer-term development. Effective coaching involves assessing skills constructively, providing tips and support, and helping the individual apply their learning.
Inkarnate Corporate and executive coaching offeringbalideep
The document provides an introduction to coaching, outlining its core offerings in business, life, and executive coaching. It discusses coaching as a collaborative process that focuses on learning, change, and transformation through asking questions rather than providing answers. The benefits of coaching include unlocking potential, overcoming limitations, and achieving personal and professional mastery. Building a coaching culture in organizations can develop coaching abilities in managers, encourage learning and feedback, and create a more flexible and engaged work environment.
Coaching can be applied in various contexts to help individuals improve performance, develop skills, advance their careers, and achieve personal goals. Some key applications of coaching include:
1) Performance coaching to enhance an individual's effectiveness and productivity at work through methods from business and sports psychology.
2) Skills coaching focused on developing the core abilities needed for an employee's role through tailored, adaptive programs.
3) Career coaching to provide feedback and support career exploration and goal-setting.
4) Personal or life coaching to facilitate significant life changes by exploring aspirations and needs.
Coaching can be seen as a basic process which aids individuals in maximizing their potentials and their performance. There are three main types of coaching: intervention, skills-based, and development coaching. The coaching process typically begins with creating a vision for the future, then developing an action plan and timeline to accomplish that vision, followed by an evaluation of results. The Corporate Learning Institute uses an "On Target" approach to coaching which guides participants through clarifying goals and vision, strengthening their approach, and ensuring they stay on target.
The document defines training as a learning process involving acquiring knowledge, sharpening skills, and changing attitudes and behaviors to enhance employee performance. It discusses various training models including the systems model, instructional systems development model, and transitional model. The document also covers different training methods such as cognitive methods involving lectures and demonstrations, and behavioral methods involving role plays and simulations. Finally, it discusses the importance of training objectives and the role of human resource management and training consultants in employee development.
Achieving life performance through effective coaching & mentoringAsitha Goonewardena
This document discusses coaching, mentoring, and how they can help individuals achieve life fulfillment. It provides definitions and comparisons of coaching versus mentoring. Coaching focuses on short-term, job-related goals while mentoring focuses on long-term career and psychosocial development. Effective coaching and mentoring can help individuals improve skills, progress their careers, and feel supported. The document outlines best practices for how managers can coach and mentor their teams to help with retention and creating a culture of learning and achievement.
Siddhartha Bank Navigating_Nepals_Financial_Challenges.pptxSiddhartha Bank
This PowerPoint presentation provides an overview of Nepal’s current financial challenges and highlights how Siddhartha Bank supports individuals and businesses. It covers key issues such as inflation and limited credit access while showcasing the bank’s solutions, including loan options, savings plans, digital banking services, and customer support. The slides are designed with concise points for clear and effective communication.
Your brand might be pushing clients away without you knowing.Group Buy Seo Tools
Avoid these personal branding mistakes:
❌ Being inconsistent (confusing messaging = lost trust).
❌ Only posting sales content (value first, sales later).
❌ Not engaging with your audience (ghosting your followers isn’t good for business).
Branding is more than a logo; it’s your reputation.
💡 Follow for more branding tips.
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Unlock the potential within your corporate team with our carefully curated collection of motivational quotes designed specifically for managers and leaders. This PowerPoint presentation is a treasure trove of inspiration, offering timeless wisdom and powerful insights from renowned thought leaders, entrepreneurs, and visionaries. Each quote is crafted to ignite the drive, resilience, and visionary thinking essential for steering teams towards success. Perfect for team meetings, leadership training, and personal growth, this presentation is your go-to resource for fostering a culture of motivation and excellence.
Key Highlights:
Over 30 impactful quotes to inspire and elevate leadership qualities.
Thought-provoking visuals that complement each quote.
Practical tips for applying motivational insights in the corporate environment.
Ideal for presentations, workshops, and team-building sessions.
Empower your journey to exceptional leadership and create a lasting impact on your team with our motivational quotes presentation. Download now and start inspiring greatness today!
REACH OUT TO SALVAGE ASSET RECOVERY TO RECOVER SCAM OR STOLEN CRYPTOCURRENCYleooscar735
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I Thought I’d Lost Everything, My Crops, My Savings, My Future! I'm a third-generation farmer, and like most of my family, I have weathered storms, both the literal and economic varieties. Nothing, though, could have prepared me for the flood that swept through my farm and nearly drowned my future. Over the past five years, I had amassed a $120,000 Bitcoin buffer in silence as a hedge against unstable crop prices. It was my shield against poor harvests and market crashes.
And then the flood came. It wasn't rain, it was the wrath of nature. Water flooded into my office, turning documents into pulp and sending my computers floating around like lumber. My hardware wallet, the sole bulwark between me and that $120,000, was submerged in muddy water. When the skies finally cleared, I held the waterlogged device in my hand, praying fervently that it would still work. It didn't.
Panic ensued. The soybeans were ruined, the barn needed to be repaired, and now my electronic savings, the one thing I thought was sacrosanct was gone. I couldn't tell my wife; she had already been up to her knees helping shovel sludge out of our home.
Desperate, I had put it on an agriculture technology site. I had cried and written, praying that someone somewhere would know what to do. A user responded with a username that turned out to be my savior, Salvage Asset Recovery.
I called them the next day, preparing for robot voice or a bait-and-switch sales pitch. But to my surprise, I spoke with human compassion, patience, and understanding. I unloaded my story, and they listened like neighbors calling after a tornado. They worked immediately, using fancy data reconstruction tools I couldn't even understand.
Every day, they updated me in simple terms. I was anxious, but their professionalism calmed me down. On the ninth day, I got the call. They had recovered my wallet. All the Bitcoins were intact. I was so relieved that I nearly kissed my filthy boots.
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BusinessGPT - Privacy first AI Platform.pptxAGATSoftware
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Coaching & Mentoring Slides by AdnanMarch 2024.pptx
1. Organisational Coaching – The
Vision and Benefits
Paul Blacklock
Organisational Development
Practitioner – Gateshead Health
NHS Foundation Trust
2. Coaching and Mentoring
What is a mentor?
‘The mentor is someone – usually more
senior or experienced – who is appointed or
chosen to help and advise another employee’
(Downey, M 2002: Effective Coaching)
3. Coaching and Mentoring
What is a coach?
Coaching is the unlocking a persons / groups
potential to maximize their own performance. It
is helping them to learn rather than teaching
them.
(Gallway, T in Whitmore, J 2009: Coaching For
Performance)
4. Coaching and Mentoring
Clutterbuck and Megginson (2010) attempt to define the difference by stating that coaching
affects performance change and that mentoring influences career self-management.
Focus Role Processes Environment
Coach Specific
areas or
issues at
work
Short-
term
Does not need to
be SME
Tends to be structured,
regular meetings
Mentor Career and
personal
development
Long-
term,
holistic
Usually more
experienced.
Passes on
knowledge and
development
Infrequent, informal
meetings. Mentee sets
agenda, seeks
advice/guidance/
support
5. Coaching and Mentoring
When should you use mentoring
• A new member of the workforce arrives
• Change in role
• Any time the management or individual feel the requirement
When should you use coaching
• Continually used in order to enhance the individual, team and organisation
6. Coaching
Benefits for the organisation
Empowers individuals and encourages them to take responsibility
Increases employee and staff engagement which can lead to higher
retention
• Improves individual performance and supports employees with new
responsibilities
Helps identify and develop high potential employees
Helps identify both organisational and individual strengths and
development opportunities
Helps to motivate and empower individuals to excel
Demonstrate to employees that an organisation is committed to
developing its staff and helping them improve their skills
7. Coaching
Benefits for the individual
• Have a positive impact on performance
• Learn to solve own problems
• Improve managerial skills
• Learn how to identify and act on development needs
• Greater confidence
• Greater self-awareness
• Identify and resolve issues that might otherwise affect performance
• Acquire new skills and abilities
• Develop greater adaptability to change
8. Coaching in Practice
‘If we did all the things
we were capable of doing,
we would literally
astound ourselves.’
Thomas Edison
9. Performance Equation
Performance = Potential - Interference
“He must think of his people in terms of their
potential, not their performance.” (Whitmore 2009)
14. Feedback
Give/receive constructive feedback – balances negative
points with positive ones to build a positive self-image.
Allowing two way feedback builds trust which supports a
stronger belief in the coach/coachee relationship
15. Goals
Set Goals – use the GROW model and SMART targets. This ensures the
individual’s Expectations are realistic and that improvements in
performance can be clearly measured through results
16. GROW
1. Goal
2. Reality
3. Options
4. Will
What is the focus?
What happened or occurred?
What can be done differently?
What impact will the change
have and is that a desired
outcome?
18. Effective Questions
Employ effective questions – to raise awareness. To give
ownership of Actions back to the individual and promote a
positive Attitude to future goals.
Eg: What do you think you have to do to improve your
performance?
What will you have to do to progress to the next level?
20. Developing a Coaching
Culture at Gateshead
Health
Organisations go through 4 phases of coaching (Peterson 2010)
- Stage 1. Ad hoc coaching - driven by individuals
- Stage 2. Managed coaching driven by a champion or sponsor
- Stage 3. Proactive coaching driven by business need
- Stage 4. Strategic coaching driven by organisational talent
strategy
21. Developing a Coaching
Culture at Gateshead
1. Engaging current coaches
2. Engaging wider organisation
3. Evaluating benefits and revising offer
22. Feedback from Coaches
Short-term aspiration Medium/long term aspiration
Comms – spread the word about coaching. Change the perception of coaching
Identify an active senior sponsor for the
coaching programme to promote it
Coaching Pipeline.
Continue to develop wider coaching
network
‘Spring clean’ and develop coaching
resources. Explore coaching website
Establish supervision for existing coaches Build on and expand pool of coaches.
Create coaching case studies Establish Return on Investment measure
Establish baseline measure to assess
current coaching offer in the Trust
Explore tech options for coaching. Virtual
offer for staff.
Review contracting arrangements for
coaching conversations
Develop flexibility of coaching offer so its
available outside office hours
‘Buddy’ up new coaches and give instant
access to coaching drive, move resources to
Pandora for easier access
Explore external coaching opportunities
for Trust coaches
Plan/deliver CPD program for coaches Explore protected time for coaching
Consider quarterly coaching newsletter
23. Why?
Organisations need to be flexible and adaptable to survive. Coaching
can support by:
Creating the habit of challenging processes, behaviours and
assumptions
Making succession more robust and better able to encompass changes
in the internal and external environment
Reduce the turnover of talent
Improve employee engagement and job commitment and
performance
24. Why Coach?
Coaching is a personal development tool which can enhance
individual and organisational effectiveness. It is the fastest
growing facet of leadership development today.
My Trust has made a commitment to develop a coaching culture
throughout the organisation by introducing a number of learning
strands:
coaching practitioner training and accreditation;
coaching for leadership and peer coaching; and
coaching skills for managers.
25. Defining Coaching and Mentoring
Clear definitions of coaching and mentoring have been agreed to ensure a shared
understanding for all participants in coaching / mentoring activity.
Coaching
Coaching is a questioning and supportive process in which the Coach supports and
facilitates improvements to another’s performance. This may be through discussion
and planning for achievement of goals and actions towards increased competence,
commitment and confidence. The coaching questioning process usually involves
growth and change, whether that is in skills, knowledge, attitude or behaviour.
Mentoring
A process in which the mentor serves as an experienced role model, or trusted advisor,
to guide or support another in their development. They may pass on knowledge and
experience; provide opportunities for development and growth or open doors to
opportunities.
26. Features of Coaching
Is learner centered
Is self-discovery
Unlocks potential
Raises awareness
Encourages responsibility
Raises performance
31. GROW model of coaching
John Whitmore’s MAP of COACHING
Key principles
Raise awareness; take responsibility (coachee)
Skills
Effective questioning; active listening (coach)
Steps
G - GOAL What do you want?
R - REALITY What is happening now?
O - OPTIONS What could you do?
W - WILL What will you do?
32. GROW model of coaching
Goal – What
do you want?
Reality –
what is
happening
now?
Options –
what could
you do to
make a
change?
Will – what
will you do to
make a
change?
33. This is the end point – where the client wants to be. It should
be defined in such a way that it is clear when the goal has
been achieved.
GOAL
REALITY
OPTIONS
WILL
How far away from the goal is the client? Looking at all the
steps needed to achieve the goal; how many steps has the
client taken already? How far along the line are they?
There will be obstacles to the client achieving their goal.
What are the different things the client can do in order to
overcome the obstacles and reach the goal?
Turn the options into action points – this is a commitment
to take action. Define a time frame. This is the way forward
Topic (Entry)
Contracting, rapport building,
identifying topic or discussion areas.
34. GROW discussion
GOAL -Coach and coachee agree on a specific aim objective and
topic for discussion
REALITY – Both coach and coachee invite self-assessment and
offer specific examples to illustrate their points
OPTIONS – Coach gets suggestions from the coachee by asking
effective questions and guides them towards making the right
choices
WILL – Coach and coachee commit to action, define a time
frame for objectives and identify how to overcome obstacles
35. Goal setting
Goals are our targets or what we intend to achieve, and research
indicates that those with clearly thought out goals achieve much
more than those without goals.
Your clients will have a variety of goals, with a variety of reasons
for wanting to achieve those goals.
It’s your job to help them clarify
exactly what their goal is, and
how they intend to achieve it!
36. What do you want to change?
A basic premise of coaching is that we want something to be
different. Our role as coach is to help the performer to get a
full understanding of this gap and to make sure that they have
a compelling vision of the future that they want.
“Would you tell me which way I ought to go
from here? asked Alice
“That depends a good deal on where you
want to get to.” said the cat
“I don’t much care where.” said Alice
“Then it doesn’t matter which way you go.”
replied the cat
Lewis Carroll – Alice’s Adventures in Wonderland
37. Research
One of the most powerful pieces of research was completed on Yale
University graduates in America. They were surveyed in 1950's and again
20 years later. The research showed that 3% were worth more than the
other 97% put together. The 3% also had better health and enjoyed
better relationships with others.
What explained this 3% 97% split was not parental wealth, degree
subjects taken, career selected, ethnic or gender base etc. The difference
was that the 3% had written goals in the 1950's while the huge majority
did not.
39. Write it down!
There are lots of different tools that can be used to keep
a written record of your clients goal;
SMART
Well formed outcomes
Establishing your life purpose
Multiple pathways
41. Building Rapport / Using Intuition
What creates rapport?
Physical appearance / clothes
Body language / physical gestures
Quality of voice
Language / words used
Beliefs and values
What is intuition?
skills to shape and guide a coaching conversation
(Starr 2003)
42. Entry - Initiating and Building Relationships
How do you build rapport?
• Work in pairs – have a chat!
• Complete a getting to know you exercise – for
example ask about:
• Employment history
• Hobbies
• Personal Achievements
Remember – the coach should:
Only ask questions (don’t share!)
Reflect back (and make links)
44. Understanding your client
If a coach wants to understand an individual, it’s important that
they have an understanding of their drivers and motivation.
Think about one of your members of staff -
What issues do they face?
What are their drivers or motivators?
What is their role or function?
What is their ‘view of the world’?
46. Questioning – some examples
What else? (then silence)
If you knew the answer, what would it be?
What would the consequences of that be for you or for others?
What is the hardest/ most challenging part of this for you?
What advice would you give to a friend in your position?
Imagine talking to the wisest person you know – what would
they say?
What would you gain/ lose by doing that?
John Whitmore, Coaching for Performance, 1992
48. I’m more focussed
on you than me; I’m
getting a sense of
who you are now
I’m very focussed
on what you’re
saying; recording
facts, paying
attention
If it looks like I’m
listening, I’m not
really – I’m
somewhere else
Levels of Listening
I’m engaged in the
conversation;
listening, talking,
thinking etc.
Cosmetic listening
Conversational listening
Active listening
Deep listening
(Starr 2008)
49. Practical Coaching Exercise
Groups of 3: 1 coach, 1 coachee, 1 observer
10 minutes per coaching interview
5 minutes for feedback and observer review
(Total: 15 minutes per session)
Coachee should briefly outline a real or potential
situation that they want to change
Coaches to conduct a coaching session using GROW to
achieve a simple coaching action plan
Observers to feedback
Using the GROW Questions, conduct a 1:1 coaching session
with another delegate.
53. What mentoring is and where it’s going
Mentoring and change leadership
Roles and dynamics
Approaches to mentoring conversations
54. Definitions
“Off-line help by one person to another in making
significant transitions in knowledge, work or thinking.”
Megginson & Clutterbuck, 1995.
“Process whereby an experienced, highly regarded
and empathic person guides another individual in
the development and re-examination of their own
ideas, learning, personal and professional
development.”
Oxley J, 1998, Dangerfield et al, 2004.
55. 55
It’s Different from Coaching
Coaching and mentoring are different from teaching and training
because they draw out learning rather than putting it in. They aim at
reflection and experimentation leading to individual development
rather than at direct input that leads to expected output
Coaching is about getting the very best out of someone and enabling
them to make decisions that will improve their performance.
Mentoring is about broader personal development and sometimes less
tangible goals.
Different types of coaching fall along a broad continuum (Hawkins and
Smith 2006) and move towards mentoring:
Skills Performance Development Transformation
57. Coaching influences
Adult Learning Theory
Life Stage Development
Performance improvement
Counselling & Psychotherapy
Settings e.g. sports, skills, career, team, leadership & executive
Styles e.g. narrative, goal-directed
Models e.g. GROW, NLP, Clean Language
62. Transformational Leadership Burns (1978)
A process where :
"leaders and their followers raise one another to higher levels of
morality and motivation.“
62
63. Causes of role transition stress
Decreased self esteem
Change to social support structures
Hidden curriculum (Collings, Swanson & Watkins, 2014)
New teaching/learning/assessment methods
Change to place of work
Confidence/perception of failure
Learning curve
Increase in responsibility/workload
Work-life balance disruption
64. Epstein & Krasner (2013)
“Resilience is the ability of and individual
to respond to stress in a healthy, adaptive way
such that personal goals are achieved at minimal
psychological and physical cost;
resilient individuals not only “bounce back”
rapidly after challenges but also
grow stronger in the process.”
65. Factors that increase resilience
Balme et al (2015)
Intellectual interest
Self-awareness + mindfulness
Time management + work-life balance
CPD
Support – significant others; colleagues.
Mentors
67. Strengthening professional
identity
Novice to Expert (Benner)
Tacit Knowledge (Polyani, Eraut)
Learning through reflective practice (Schon, Moon)
Social Learning/peripheral participation (Lave and Wenger)
Professional culture and role
modelling (Ibarra)
67
68. Role of the Mentor
Expert, near-peer, peer or reverse
Guidance and moral support
Career guidance – short to mid-term
Alleviate stress – trusted colleague
Advice on practical issues
Non-judgmental
Voluntary – no vested interest
Sounding board – checking things out
Role modelling
70. Common mentee needs
Supporting role or life transition
Developing personal/professional insight
Challenging assumptions
Working towards goals
Moving career in new direction
Working through change
Working with complexity
Navigating ambiguity
Building resilience and self esteem
71. Being a role model (Levinson 1978)
Behaviour is observed from a distance
Certain qualities or practices are admired
Not a conscious choice, role model may be unaware of their influence
Inspires, builds aspiration – “Look what they did/how they did it – I
want to do that too”
Can work in reverse – bad exemplar or “I’ll try not to be like that”
71
72. The mentee’s choices
Business or psychological contract?
Do we feel open with each other?
Do we see mentoring as the same thing?
Will we work as equals in the process?
Will the coach/mentor stretch my thinking?
Gender, cultural, other ethical comfort zones?
Access and accessibility?
Preferred communication style – non-directive vs
“say it like it is” ?
Preferred help: push or nudge?
75. Johari / relationship window
SAFE AREA BLIND SPOT
UNKNOWN
PRIVATE
Known to mentee Not known to mentee
Known to
mentor
Not known
to mentor
The above based on the Johari Window model developed by Jo Luft and Harry Ingram, 1955.
75
76. Core Skills
Effective Questioning
Using a wide range of questions appropriately
Active Listening
Building empathy
Ensuring the other person’s agenda is followed
Allowing issues to be explored in greater depth
Helping to provide focus
Giving Feedback
Creating an open and honest environment
Offering challenge as well as support
77. FOCUSING/TESTING
Pulling thoughts together
Checking reality
Setting boundaries
Questioning
Opening horizons
Unfreezing assumptions
Exploring opportunities
CHALLENGING
Clarifying
Creating insight
Setting goals
PROBING
Building confidence
Agreeing action
Will to succeed
CONFIRMING
?
78. Useful Questions for Goals
1. What do you want? (NOT what do you not want?)
2. Why do you want it?
3. How will you know when you’ve got there?
4. What will your first step be?
5. What will your next step be?
6. When do you want to reach this goal?
7. Who and what will you use for support?
8. How will you celebrate when you get there?
79. GROW model (Whitmore)
What is the:
G oal (what and why?)
R eality (where now?)
O ptions (how?)
W ill/way forward (what now and who?)
80. MDQs
What’s your real dream in life?
What does success mean to you?
What do you want to be remembered for?
What’s most important to you about this?
If you knew the answer, what would it be?
If you couldn’t fail, what would you do?
What’s your favourite way of sabotaging your
goals?
Who else is losing sleep over this?
What other options haven’t you talked about yet?
If you were on your deathbed would this be
something you’d regret doing/not doing?
81. Clean Questions
Two most common Clean questions for clarifying
exactly what someone means by what they have
said. By using them, you’ll reduce your chance of
jumping to the wrong conclusion.
What kind of X is that X?
Is there anything else about that X?
http://www.youtube.com/watch?v=IMDczstxLjI
http://www.youtube.com/watch?v=3NSl4aYLmII
82. Introducing formal mentoring:
What are processes for:
Choosing/finding a mentor or mentee?
Expectations, contracting, terms of reference?
Meeting arrangements: frequency, location,
duration?
Purpose and desired outcomes?
Interested parties, processes, accountability?
83. What if it’s not working?
Review original expectations
How much have you veered away from your ground
rules?
Establish a clear agenda to discuss the situation
Give feedback to each other – with examples
“No fault” separation
84. Key Messages
MENTEE should drive the relationship
Reap dividends by investing properly in the “set up”
Objectives and action plans help with momentum
Deal with both short- and long-term development
Support, listen, challenge and guide
Mentee should expect to find own solution(s)
Enjoy the relationship