The above article presents an intellectual reflection of a coach on the subject of internal coaching. The author focuses mostly on factors that are crucial for the quality of coaching conducted within an organization, such as: the ambiguous meaning of “coaching” as a term used inside the organization; establishing the right moment for coaching in support of the development of employees; finding the answer to the question “How to carry on a placement for coaching?; what should be taken under consideration when shaping the rules of cooperation between supervisor and subordinate within the framework of coaching; and last but not least, how to sustain the continuity of coaching within the reached agreement.
The article deals with methods to cope with our constantly changing world. It focuses on the phenomenon of coaching, which was discovered in the 1980s, and in particular on executive coaching.
The author supports his theory using examples from the past and based on the Kaizen philosophy, quoting such names like Vince Lombardi and Stephen Covey. The author also presents myths and truths about coaching, he talks about the legitimacy of breaking patterns and introducing changes, and he explains how we can benefit from not being afraid of the unknown.
It seems that people are not fully aware of their power over other people and the resulting possibilities. It is interesting to know what you can make people do, what you can forbid them and what you cannot do. Very often, people faced with that question answer either that you can make people do everything or that you cannot make them do anything.
The main goal of this article is to establish the foundations of and specify the rules necessary for human management. I would like to explain the basic assumptions in relation to effective and ineffective human management. The boundaries of power and freedom are extremely important and it is certainly worth learning to recognize them in a more conscious and accurate way.
Training processes were crucial in the times of economic transformation. They provided high-tech methods of personnel management. Coaching gained importance as a method. Any problems with defining the idea of coaching are solved by the descriptive approach of the European Mentoring & Coaching Council. Its proposal is to understand coaching through competencies. Reengineering based on coaching is gaining importance in the Polish economy. The Norman Benett Group successfully applies comprehensive coaching in organizations using syncretistic methods.
This paper deals with the sense and the connotations of the term “professionalism” and with the process of professionalization in the context of coaching. The author presents what it means to be a “professional coach” from an external (scientific and social) and internal (personal and coaching) perspective. The article focuses on the overview and systematization of the criteria for the job of a coach to be identified as a profession and the requirements for coaches to become professionals.
In order for a coach to think of himself as a competent professional person, he needs to constantly work on his skills and be in an ongoing process of conscious selfdevelopment. In this article I will try to clarify and explain why this is so and how it can affect the work of a coach. Of all the abilities that form the basis of the work of a coach, I have chosen three that I believe are important for the self-development of the coach.
Firstly, openness to and interest in new psycho-neurological research, knowledge and scientific discovery (cognitive researchers, neuro-biologists, neuro-scientists), and the need for ongoing experimentation and discovery. Why? Because everything can help. Everything can be important when working with people.
Secondly, ongoing self improvement and working on oneself, and in particular working on emotional wellbeing. Why? Taking care of one’s own emotional intelligence is the key to understanding others and the key to developing empathy and intuition.
Thirdly, the development of one’s own sense of humor, joy and simply laughing. Why? Laughter creates distance from difficult situations. Laughter is a type, or an element, of social intelligence. It means looking after oneself and others.
What we have presented above is but a general sketch of a deep and fascinating model for achieving profound happiness, health, healing, and helpfulness in the world. In his book Of Water and Spirit, Malidoma Some speaks of his life growing up in a West African village. In that culture, it is assumed that each new baby has crossed from the spirit world into this world in order to bring a gift to the community. He describes a village ritual in which each newborn is brought to the elders, who take several days to commune with the newly arrived spirit. The basic question the elders ask of the newborn is, “Why have you come here?”. They assume that each person has come with a special mission, and that their life should be organized around honoring and realizing this mission. Based on the response they receive, the elders seek to support the child’s development so that their mission may be realized.
In a similar way, the mythological path of the hero’s journey seeks to honor the deeper value and calling of each person’s life. It assumes that each difficulty, crisis, or setback a person faces is both an opportunity and feedback about the nature of that person’s deeper calling. It also recognizes the need to find the resources, both internally and in the collective field, that will help a person realize their deeper journey. It is this profound appreciation for the dignity and value of each person’s life that drew us to this myth. We have found it exceptionally helpful for coaching and supporting individuals and groups to discover and live a fulfilling and helpful existence. The few notes and suggestions we have made in this paper are taken from workshops we have co-led, and represent the framework for a book we are working on. We hope you find them as helpful as we have, in terms of creating a world that works for all.
The essence of the concept presented in the article is providing a map that will enable moving in the most advantageous direction of changes. When a client’s road to achieving a goal is long and uphill and the results that he achieves are disproportionally modest compared to his actions, it is very likely that he is moving in the wrong direction. The author calls these directions pillars of success. When we move in the wrong direction, we lose time, we do damage and even the best techniques will not benefit development. Finding the right direction gives a visible progress in the results that the client achieves.
This article constitutes the personal refections of a coach on the place of coaching in the contemporary world, where changes are the result of technological progress as well as the development of ideas and socio-political systems. The author uses the essence of coaching as a starting point. He deliberates on whether coaching is a process that is isolated from the rest, of which the aim is to achieve changes in the sphere of one particular goal (task, action); or whether it is a comprehensive (holistic, systemic) process of which the aim is a qualitative change. By way of describing the elements of coaching, the author indicates the possible spheres of practical application. He also puts forward the following question: is coaching supposed to serve people as autonomous entities or is it supposed to serve organizations that realize economic, social or political goals?
Organizations focus only on productivity in their teamwork, and usually put less emphasis on positive attitude of team members towards their tasks and co-workers. The article introduces the methodology of team coaching created by Team Coaching International™, based on balance between productivity and positivity. It describes Team Diagnostic Model™ – assessment of 14 key competences of the team. It also introduces the whole team coaching process and gives recommendations how to assess usefulness and effectiveness of this method.
Profound social changes, new technologies, globalization and a growing diversity of the working environment all greatly in&uence the management process. More and more managers realize that keeping valuable employees requires something more than good money. In the current reality, in order to create teams that achieve great results managers must replace typical managerial behaviors, such as supervising, checking, monitoring and controlling, with new behaviors, such as coaching and communication. In other words, managers must change the paradigm of management.,e article describes coaching as a method of managing people. A coaching style of management should be implemented in order to improve the working atmosphere and conditions. In the end, people will be more effective and consequently the company will earn more money.,e author focuses on the current situation of managers in Poland.
The practice of coaching, as one of the methods of developing human potential, is characterized with a great deal of variety or even arbitrariness. This is why every precise definition of coaching is always incomplete, because it does not (and even should not) take into consideration all the facets of the coaching practice, as well as highly specialized, because it describes in detail only one aspect (or some aspects) of the coaching practice and distinguishes it (them) from others. However, the incompleteness and specialization of any precise definition of coaching is not a flaw, but a virtue. It enables to see coaching not from a descriptive viewpoint, which tries to describe common features of all the approaches to coaching, including the ones that are based on mistaken premises, but from a normative viewpoint, which proposes theoretically sound, verified in practice and therefore popularize-worthy approaches to coaching. One of these approaches is an evidence-based approach, which is a basis for the dynamic development of all professions that involve helping other people, including psychologists, psychotherapists and coaches. The article describes interpersonal skills coaching as an example of the evidence-based approach to the coaching practice.
The main goal of this article is to explain the concept of cross-cultural coaching, i.e. the concepts and models that can be useful in a multicultural business environment. Firstly, the reasons are given why the author has chosen to write about this topic. Secondly, the most important terms are defined and the most useful models of crosscultural coaching are presented. Finally, the author describes some of her own experiences working as a coach in the European and Asian cultural environment.
The article shows the influence of socio-economic determinants on professional counseling and coaching. It demonstrates how the changes of the economic system enforce changes in the working methods of professional counselors and coaches. Globalization, the economic crisis, the extension of the labor markets on the one hand and the decrease in the number of employment opportunities on the other hand, and the need to make professional choices with every step of development of the professional career cause traditional counseling to evolve more towards job and career coaching. The present-day labor market needs workers that know their professional inclinations, resources, competencies and know how to use them in the benefit of the organization.
The article presents the main principles and techniques of the cognitive behavioural approach applied to executive coaching. This is an evidence based approach. In addition, the article highlights two workbased coaching models: PRACTICE Model (developed by Professor Stephen Palmer PhD) and Video Coaching Competence (developed by Anna Syrek-Kosowska, PhD). The use of techniques is demonstrated in case studies.
Me first part of this paper presents the essence of coaching and defines the coaching position among other available methods of human development. Moreover, the role and place of implementing executive coaching in learning organizations will be discussed. Thus, the main idea of this article is to generate aprofound picture of the coaching process that was used in a wider context and as apart of the internal development program for Top Managers in Deloitte in Poland – the “Pursuit of Excellence” Program. Furthermore, it was researched how the coaching process infuences the development of top talented employees. Based on the conducted research studies it was verified that coaching is an effective method for talent development.
The article is about the important and widely discussed issue of the financial evaluation of the effciency of coaching, mentoring and trainings. Me authors question how human development projects should be treated in accounting: more as operational costs or long term investments. Mey explain when projects are pro&table and how to measure the profitability of such projects. Me article presents the main assump-tions and methods of the financial evaluation of coaching, mentoring and training eficiency. Me authors present the Kirkpatrick ’s Model and Philips’ Model. Finally the authors present the results of an evaluation study that they conducted in Polish conditions using the mentioned methods.
This paper provides an overview on the development of a coaching culture. It focuses on the best practices that are developing within the US and the European Union and presents a five stage model for the development of a coaching culture within organizations. Me five stages are: Informal External Coaching, Professional External coaching, Coaching for A ll, Coaching as a Management Style and Coaching Across the Network. Me article suggests that many organizations have aspirations to build a coaching culture, but a large number of them are currently at level one, two or three a long this journey.