Harnessing the Power of Coaching

Performance Development has widely evolved over the years.  New strategies and methodologies have come into play, providing flexibility in the development of different individuals with varying personalities, skills, and experience.  Amidst new breakthroughs and improvements in practices, one vital aspect remains, and still proves to be the most profound – coaching.

Coaching, while considered to be easily executable, requires skill and expertise.  A number of skilled individuals fail due to improper execution, or the lack of it. Progress update sessions are often mistaken as coaching sessions, and while it is an avenue, without its core components- awareness of the coaching agenda, understanding the coaching context, developing action plans, a commonly agreed goal, and a commitment,  a mere pat on the back after providing an update on the improvement on a key metric, does not count at all.

Coaching on numbers and on behavior are also often misconstrued, leading to failure on addressing the real need.  Coaches tend to deliver the goal, but fail to expound on what is being targeted, and do not get the full agreement on the one sided action plan.  Critical components were missed, and so are the desired outcomes.

What are the factors affecting the effectivity of coaching?  Think of the 5Ws and 1H, and see how each contributes to its success:

When
Do you make time for coaching?  If you do, how often do you do it?

Where?
Where do you conduct your coaching?  Is it in a conducive environment?

What?
Do you set an agenda for coaching?  Is the coachee aware of what the one on one is about?

Who?
Does the coaching require more than the coach and coachee?  Is a triad coaching in place?

Why?
Has the goal been identified?  What do you plan to achieve in this session?

How?
What method will you be using to achieve a common goal?  How will you arrive at an action plan?

New and revised models are practiced across the globe, and are used differently by individuals of varying roles.  While models vary in its naming convention, the purposes of coaching- to reinforce,  refine, and redirect behaviors do not change.  One model may be more explicit than the other, or another may be more basic than required.  Bay Hewitt provides a Coaching model and structure designed to allow effective communication within teams, equip leaders with the skillsets for proper feedback delivery, and take mentoring to a deeper level.

Contact Bay Hewitt now and find out more about the available programs for coaches, and other individuals whose roles aid in employee development. You may send an email to info@bayhewitt.com or dial our number at (02) 925-1BAY (229).