Managing Coaching at Work by Jackie Keddy

Author:Jackie Keddy
Language: eng
Format: epub
Publisher: Kogan Page

Back-up networks and points of contact for support may be offered as a selling point for some managers; the ability to talk freely with others about personal learnings or pose questions about a staff development topic may be rare. But networking is also important for another reason: it enables coaching skills to be practised.

Practice can be hard. Self-doubt can quickly set in when an individual perceives that they are making many mistakes, perhaps when attempting to act against their natural style to form ‘good’ coaching questions or when trying to exercise self-discipline to avoid their mind skipping on to another question while a coachee is still in mid-thought about the last question posed.

Despite the frustrations and disappointments that practice can sometimes entail, it’s essential for individuals whose natural style is to tell and form quick conclusions based on what they hear. Only through practice can slipping into a coaching approach become less of a hard graft and more of a second nature; by applying themselves to practice, a manager actually trains their brain to rewire itself in much the same way that coaching often helps coachees to change their mindsets.9

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