One development tool that is often
Training is the process by which someone learns a new skill or piece of knowledge. It is giving someone the tools to do a job, thereby moving that person from conscious
True learning does not take place until the learner has transferred it from the training environment into the ˜real world , and made a persistent change in behaviour.
This is where coaching comes in. Coaching takes place either when a person is consciously competent or unconsciously competent, but needs to move his or her performance to the
It is worth noting that sometimes learners will describe
Coaching helps people to reflect on their performance in a specific area with an informed, objective helper. It is about helping individuals to implement their learning within the workplace and therefore improve their performance. It is not about teaching something new. The prime focus of coaching should be on using existing knowledge and skills, perhaps reviewing attitude and approach, to maximize performance.
Figure 1.2: The continuum of development
We believe that training and coaching will often overlap. Sometimes when coaching someone, it may become apparent that he or she does not have the
necessary skills or background knowledge; at this point, the coaching stops and training begins. Training and coaching are part of the continuum of development.
It is possible, therefore, that within a person s role there will be many coaching experiences “
Figure 1.3: The relationship of coaching with training: how an individual might develop different skills for a job
Coaching is fundamentally a relationship between two people that exists for a given purpose; once that purpose has been achieved, that relationship is no longer required. The purpose? To help individuals move from where they are to where they want or need to be “ to develop them.
Let s look at some other terms that are linked to and confused with coaching.
Many organizations couple coaching and mentoring together as part of the same scheme or process. Again, we would agree that there is an element of overlapping; but for the purpose of this book, we have excluded mentoring. We define mentoring as:
General guidance or advice regarding life or career.
Mentoring, which covers a range of issues, is much more general than coaching, which looks at a specific skill or area. It usually helps people progress within a specific field or organization and helps individuals look at how they use their networking, profile and organizational politics.
More often than not a mentor is someone who is senior to their mentee, either within the organization or within their specialist field. In seeking a mentor, individuals will look for a role model who they can relate to on a personal level as well as someone who is well-respected within their area. This
The coach does not have to be senior to their
The relationship is not so personal “ the coachee does not need to like his or her coach, but a mentee
Coaching is about one specific subject, where mentoring is about general issues of career and life development.