Coaching to expand the skills of an experienced trainer


Coaching to expand the skills of an experienced trainer

Jonathan Smale

Background and situation

Jonathan was asked to coach an experienced ˜soft skills trainer to train on a management programme. The issue in this situation was that the coachee had the knowledge and skills required to do the job, but lacked the confidence to train managers.

He learnt how to coach from being coached himself “ and had both positive and negative experiences of the process. He had also been involved in developing coaching skills programmes for managers and therefore had researched the subject in depth. On becoming a manager Jonathan had been required to coach his direct reports so that they would be able to take on increased responsibility.

The process

Jonathan used questioning to find out in what areas the coachee was not happy to deliver training and let her know that he would be there to support her. He used a process of asking her for her ideas about how to do things, rather than using a telling approach “ he found that the coachee s ideas were ˜spot on , ie they would be practical and would work. He followed up on the coachee s ideas with positive feedback and encouragement.

Positive aspects of this approach

Jonathan had been sure at the outset of the coaching that the individual had the necessary qualities to move into management training. The process itself gave the coachee the confidence boost that she needed.

Challenges faced

In his coaching role, Jonathan felt that the coachee wanted him to adopt a ˜telling approach, which he resisted. He found that his role was about teasing out the answers that the coachee already had. He needed to encourage the coachee to move out of her comfort zone “ she would have been happy to observe him delivering the management training, but learnt much more from being coached to do it herself. Jonathan s challenge was to support and challenge the coachee to move beyond what she knew she could do, into areas that were unknown for her.

Learning

The coach should spend time in getting the balance right between telling the coachee and involving him or her in the activity. The coach should provide plenty of positive encouragement, especially when the coachee moves out of his or her comfort zone.

Top tips

˜Don t feel that a coach needs to be expert or totally proficient in the subject matter. This might help gain credibility with the coachee, but coaching skills “ such as getting the person to self-evaluate performance “ are the more important qualities. Even Tiger Woods needs a coach!

Advice for the coachee

˜Be prepared to get into the adventure zone (ie not the comfort or danger zone) in order to fully learn. Reflect on your learning. Take and act on your coach s (and others ) feedback “ view it as a gift!

Final words

˜Every day there are coaching opportunities.

Authors comments

This case study has highlighted again the need for a coach to support his or her coachees as they leave their comfort zones. It has brought to light that there is a difference between an ˜adventure zone and a ˜danger zone .

Jonathan also highlights that the coach does not need to be an expert in the subject, but must have the skills and qualities to be able to draw out answers from his or her coachee and encourage the coachee to move forward. He also points out the importance of the coach having a belief in the coachee s abilities , from the very outset of the relationship. The coachee will tend to achieve what the coach believes he or she can.




The Coaching Handbook. An Action Kit for Trainers & Managers
Coaching Handbook: An Action Kit for Trainers and Managers
ISBN: 074943810X
EAN: 2147483647
Year: 2003
Pages: 130

flylib.com © 2008-2017.
If you may any questions please contact us: flylib@qtcs.net