Coaching:

En undersøgelse af behov for og viden om coaching

For at lykkes med vores uddannelse og fremtidige virke bliver det nødvendigt, at have et passende netværk af eksperter, sparingspartnere, coaches og mentorer m.m.

Definitioner

Mickael, LG og Morgan gav et spændende referat af et kursus, de havde haft i coaching med Peter Spang, forhenværende tennisspiller og coach for bl.a. BMW og Siemens. Ifølge Peter er:

Performance = Potentiale - Forhindringer

Sådan coacher Peter Spang

Hjælp til selvrefleksion vedrørende ens performance
Den bedste måde er, efter Peters mening, at bruge spørgsmål, som vist i nedenstående skema:

Med hensyn til spørgeteknikken er det vigtig at stille spørgsmål, der tillader mange svarmuligheder og åbninger for løsninger. Hvorfor er sjældent et godt spørgsmål, idet der afstedkommer definitive svar, man fristes til at sige: Nåh!

En undersøgelse af coaching:

I grupper på tre undersøgte vi vores behov og motivation for at have en coach tilknyttet:

Hvorfor ønsker du en coach?

• For at opnå en hurtiger udvikling
• Til at finde mit elevator pitch
• For at finde modet til at tage de forbudte skridt (fx: jantelov)
• Forbedre kvaliteten af hvad jeg foretager mig
• Focus / refocus
• Finde uudnyttede ressourser (fx: min fortid)
• Identificere forhindringer, der står i vejen for min performance
• Min arbejds-morale-vogter og indpisker
• Skal forhindre mig i at gå i ring
• Afklare mine mål, og løbende redefinere dem
• Tro på mig

Hvilke forventninger har du til en coach?

• Coachen skal holde sit eget ego og private ambitioner ude af forholdet
• At coachen udfordrer mig inden for min indflydelse/potentiale
• At min coach interesserer sig for mine mål
• At jeg rent fakrtisk performer bedre af at have en coach
• At coachen er konstant og rent faktisk interesseret i at hjælpe mig på mine præmisser
• At coachen holder øje med realiteterne i forhold til coachingopgaven - også uden for den tid, vi er sammen

Hvilke forventninger kunne en coach have til dig?

• At jeg optræder ærlig over for min coach
• At jeg tager coachingsamarbejdet alvorligt
• At han/hun bliver inspireret af mig
• At der er plads til at coachen kan begå fejl og kan lære
• At måtte deltage i min udvikling
• At måtte dele erfaringer vundet i vor samarbejde med andre (inde for diskretionens rammer)
• At have frie hænder til at komme med forslag til nye metoder m.m.
• At få en del af kagen, når det begynder at rykke

Mail gerne input hvis du har en mening

Et par guldklumper jeg fandt på Nettet:

Mentoring

Mentoring is flourishing throughout UK companies. Often carrying different names, and definitions, mentoring is proving a powerful vehicle for personal development at all levels in a company, and across different organisations.

What is mentoring?

Mentoring is when one person (the mentor) helps another (the mentee) to transform their knowledge, work or overall thinking. This happens in one to one meetings, at which the mentor invites the mentee to talk, and the mentor asks relevant, searching, non-threatening questions to allow the mentee to discover the "answers" for themselves.

What are the qualities of a mentor?

• A mentor is someone who is, above everything else, totally trustworthy. You can tell him or her things that you may not want others to know. Someone you respect and feel at east with
• A mentor must be patient, real long term learning can take time
• They must be persistent in ensuring that you keep on track
• A mentor's status is irrelevant; it is the interpersonal qualities that count. The one exception to this is career mentors, who may be adopted for self-protection and advancement. In this case the relationship is unlikely to be a true mentor, and perhaps more a coach
• A mentor must be able to ask the right questions to address deep rooted issue. Someone who is committed to making the relationship work on all levels

The benefits of a mentor – to the person being mentored

• A mentor can assist you with personal development whether it is being more effective at meetings, having better time management or building self-esteem your mentor is there to help you with ideas. He can also be a sounding board while you talk
• As a supporter, encouraging you in touch times
• To take a genuine interest in you and what you are trying to achieve. He or she will share in your hopes and fears, your achievements and disappointments.
• To dry run important reports and presentations – their objective will be the same as yours, to help you develop skills in these areas

The benefits of a mentor – to the person doing the mentoring:

• Self discovery through helping others
• Sharing a learning and development experience which also enlightens the mentor
• Sense of achievement when mentee achieves, and meets objectives
• Self esteem - knowing that someone trusts and respects you

How to set up a scheme Many companies are now appreciating the importance of mentoring in their staff development, and see it as an investment that will pay dividends with new skills, attitudes and behaviours.

Some organisations approach mentoring in a very loose, ad-hoc way, while others put in place rigid schemes, with strict rules and guidelines. I favour the former, as the latter can be restrictive, and do not portray mentoring in a very positive light, defeating its very objective.

How does an organisation start?

Liase closely with your HR department. Mentoring schemas that are restricted to one department are not always successful, as it isolates one part of the company. Invite in an expert third party or organisation with experience in mentoring

• Allocate an internal owner, who will champion the establishment of a mentoring scheme, and oversee its operation as it moves from theory into practice
• Identify people in your organisation who may have the skills to be a mentor.
• Make sure they are willing to carry out this role
• Advertise and market the schemas – that it is now up and running
• Let people select a mentor for themselves, emphasising that it is a two- way decision. Indeed, many companies operate a partnership mentoring arrangement, whereby two people are mentors to each other, and change roles and approaches accordingly. This takes great skill, however, and should be approached with care.

When you select a mentor, ask yourself the following questions:

• Who have I worked with in the past, and have admired?
• Who would I like to work with, but have not had the opportunity?
• Whose career would I like to emulate?
• Who do I know who is respected by reputation

Make a list of possible names, and then ASK the person you would like to be your mentor, explaining why you are doing so. Tell them what it is about them that persuaded you to approach them, and make it clear hat they can refuse.

Do not be out off by a refusal, it may be because if: Lack of time. The person is already a mentor, perhaps outside of the organisation. In these cases it is better not to progress, as you would not benefit. However, be persistent and ask another person.

What do we do when we first meet?

• Consider areas for personal development before the meeting – usually soft skills such as time management, presentations etc.
• Discuss what areas are of greatest concern and discuss these – focus on the most important Contract to carry out agreed actions before the next meeting

How often should we meet?

• Formal meetings monthly, informal/ad-hoc whenever needed
• The person being mentored drives successful mentoring and personal development. Long, effective change has to come from within.
• A good mentor will ease out the real issues through listening and powerful questions. In this way, a successful mentoring relationship will prove an effective long-term investment, and extremely effective in realising human potential.
  
  David Taylor