Download e-book for kindle: Coaching Handbook: An Action Kit for Trainers and Managers by Sara Thorpe

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  • February 13, 2018
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By Sara Thorpe

ISBN-10: 074943810X

ISBN-13: 9780749438104

Full of useful details, case stories and workouts. A one-stop store of a booklet deals every thing readers have to be in a position to harness the strong and profitable means of training. Softcover.

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Additional resources for Coaching Handbook: An Action Kit for Trainers and Managers

Sample text

Of course, as the coaching programme proceeds objectives may change. If this happens then the new objectives should also be put in writing and circulated to all those involved. It may be useful for the coach, coachee and line manager to sign the objectives document to confirm that all are in agreement about the objectives for the programme. What could go wrong You don’t feel that you are the right person to coach. You feel that you do not have enough knowledge of the subject matter. Depending on what you are coaching, it is not essential that you are able to perform at the level that the coachee is attempting to achieve.

What is the person not doing that you believe he or she is capable of? What achievements do you see this person being able to make as a result of coaching? What specific incidents can you describe that have led to you suggesting coaching? What have you told this person about why you think coaching would help him or her? Why have you chosen coaching, rather than other methods of development? What support will you be able to give this person during the coaching period and beyond? What do you think the impact of any changes in this person will be on the team and on others with whom the person comes into contact?

Develop the objectives This is the stage of the process where you agree what the coaching process is going to achieve – what are the outcomes and targets you will work towards together. This can take place during the meeting or you can go away with your notes and produce a list of what you perceive the objectives to be and send them to the coachee for comments – they can then be discussed, either at another meeting or over the telephone. If you choose to correspond about the objectives via e-mail, follow up the final version with a phone call or meeting to check how the coachee really feels about things.

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Coaching Handbook: An Action Kit for Trainers and Managers by Sara Thorpe

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