Coaching and Mentoring Resource Manual电子书

Coaching and Mentoring Learning Resource Manual

Title Page

Copyright Page

Table of Contents

AC 1.1: The Skills, Principles and Practice of Effective Management Coaching and Mentoring

The Purpose of Coaching and Mentoring Within an Organisational Context

• Exercise:

The Skills, Behaviours, Attitudes, Beliefs and Values of an Effective Coach or Mentor

Coaching

• Exercise:

Mentoring

• Exercise:

How does coaching and mentoring compare to therapy and counselling?

Organisational Context – Vision, Mission, Size and Structure and readiness for Coaching and Mentoring

Organisational Vision and Policy

Organisational Mission and Strategy

Organisational Size and Structure

Organisational Culture including Management Style

• Exercise:

Individual and Organisational Benefits of Coaching and Mentoring

• Exercise

• Read online/take notes, or download: The Costs and Benefits of Coaching and Mentoring

AC 1.3 Alternative Strategies for Developing and Supporting Employees, Including Different Training Strategies

• Checklist

Exercise: Cost and benefits and utility in developing particular knowledge and skills.

Informal Learning Opportunities: Coaching and Mentoring in the “Corridor”

Exercise:

Corporate Objectives and the Contribution of Coaching and Mentoring to their achievement

The Wake Up Call

AC 1.2 Organisational, Operational and Individual Barriers to forming a Coaching and Mentoring Culture – and what to do about them.

• Exercise:

• Extra reading recommended

Organisational Barriers and Strategies to Overcome Them.

• Summary Box: Organisational Barriers and Strategies to Fix These

Operational Barriers and Strategies to Overcome them.

• Exercise:

Individual Barriers and Strategies to Overcome them.

Techniques for Programme Monitoring, Review and Evaluation.

AC 2.1 Different Perspectives on Mentoring and Coaching

Contracting and Agreeing the Coaching Process and Framework

• Exercise:

Organisational Context of Coaching

Senior Manager Buy-In

Other Related Policies and Procedures

Different Models of Learning Style and Preference

• Extra reading recommended

The Knowledge, Skills and Behaviours of an Effective Coach and Mentor.

Build rapport or relationship

Focused listening

Effective questioning

• Exercise:

Constructive feedback

• Exercise:

Models of Coaching and Mentoring able to Contribute to Performance Improvement.

Performance Coaching

Exercise:

• Exercise - Performance Coaches – Ideal Traits

Life Coaches

GROW model – Goals, Reality, Options and Will

Training Models that enhance Coaching and Mentoring

Argyris’s Double Loop Learning

• Extra reading recommended

Kolb’s Learning Cycle

• Extra reading recommended

Gardner’s Multiple Intelligences

• Extra reading recommended

Myers Briggs

• Extra reading recommended

Hemspherical Dominance

Transformational Learning

• Extra reading recommended

Johari’s Window

• Extra reading recommended

Neuro Linguistic Programming

• Exercise:

Emotional and Spiritual Intelligence

• Extra reading recommended

Learning and Counselling Therapies

AC 2.2 Legal Aspects of Coaching and Mentoring and Ethical Issues

The role of supervision in coaching and mentoring

Concepts of Power and Authority

Personal/Positional

Zero Sum

• Exercise:

Cultural issues working within a diverse workforce

• Exercise:

Personal beliefs and values, their source and effect on attitudes and behaviours

• Extra reading recommended

Behavioural traits, their drivers and effect on others

• Extra reading recommended – to improve cognitive understanding of sex, gender, sexuality and influence of nurture in multiple areas see:

Communications theories

Exercise:

Modernism, Structuralism, Post Modernism and Feminisim

Extra Reading Recommended:

AC 2.3 Relationship characteristics and contrasts between coaching and mentoring

Transactional Analysis

Extra Reading Recommended - Video

Distinguishing the appropriate physical environment for mentoring and coaching, especially the need for confidentiality

Exercise:

Managing Confidentiality – recommendations from the Institute of Coaching – where a group has agreed to form a ‘coaching partnership’.

AC 3.1 Processes and Models for Effectively Coaching

Processes and Models for Individual and Team Coaching and Mentoring Sessions

• AC 3.1 Explaining the purpose, principles, ethics and practice of coaching and mentoring to gain stakeholder understanding.

• AC 3.1 Questioning processes and techniques

• AC 3.2 Contracting arrangements – who is involved: individuals, teams, stakeholders

• AC 3.3 Goal setting when contracting.

• AC 3.3 Contracting timescales and scheduling coaching or mentoring activites.

Explaining the different contracts for coaching and mentoring, and different focus of relationship explored at contracting stages.

GROW

ARROW

Extra Reading Recommended – Free E-book

Case Studies – the coaching path

Exercise

OSKAR/OSCAR

SKILLED HELPER – Egan’s Skilled Helper Model - Mentoring

STAGE 1 – Current Scenario

Stage 2 – Preferred Scenario

Stage 3 – Action Strategies

Exercise

Extra reading recommended:

AC 3.4 Supervision – principles and practice

Links to contracting

Codes of practice (used when contracting to support)

Values, ethics and principles underpinning coaching and mentoring

Exercise:

AC 4.1 Organisational Structure, culture and the role coaching or mentoring has in supporting performance.

Exercise:

Support for coaching and mentoring internally (policies, procedures, strategies and senior level support)

Barriers to coaching and mentoring within organizations (individual, team, operational, organisational)

Extra reading recommended

Determining and agreeing strategic objectives relating to coaching and mentoring

AC 4.2 Measuring the Success of a Coaching and Mentoring Programme.

Standards and indication of competence applicable to coaches or mentors.

Exercise

Standards, indicators and success measures (return on investment and evaluation techniques) to monitor and evaluate the impact of coaching and mentoring in an organisation.

Return on Investment calculations – team and organisation in stages:

Learning Logs