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Coaching Arts

Coaching Arts

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$5.20

Quick Overview

This model describes four coaching styles:



  •        Bottom-up coaching: coaching your boss

  •        Coaching yourself

  •        Top-down coaching: coaching staff or children

  •        Lateral coaching: coaching colleagues or clients.


 


Related Models: Drama TriangleTypology of CommunicationPrinciples of Effective LeadershipTeam BuildingPillars of CommitmentTypology of Knowledge WorkersCoachingHerzberg FactorsCoaching ArtsFace-to-Face CommunicationTrust EquationFormula of Trust



$5.20

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Details

Coaching Arts

 

Background

We found this model on the 1000ventures website. 

Related Models: Drama TriangleTypology of CommunicationPrinciples of Effective LeadershipTeam BuildingPillars of CommitmentTypology of Knowledge WorkersCoachingHerzberg FactorsCoaching ArtsFace-to-Face CommunicationTrust EquationFormula of Trust

 

The model

Prior to describing the model first we will provide the many definitions for coaching. Unfortunately, literature is not unequivocal. So we do not claim that this here is the definition.

One definition is this:

Coaching is a form of personal guidance based on an equally matched one-on-one relationship. The coachee learns, the coach assists and guides this learning process. Within the coaching project targets are determined in advance. The coaching target is to increase the coachee’s personal effectiveness. Coaching groups, however, is also possible. In which case the coach will search for collective patterns in the group’s acting and thinking.

 

This model describes four coaching styles:

-      Bottom-up coaching: coaching your boss

-      Coaching yourself

-      Top-down coaching: coaching staff or children

-      Lateral coaching: coaching colleagues or clients.

 

The model uses the word ‘Art’. Coaching is considered to be an art. Numerous coaching books exist. But the trick is for a coach to be fully committed to coaching and really establish contact with the coachee. Your intuition and imagination will allow coaching to be experienced as a contribution rather than unwanted interference. The trick is to ask effective questions.

 

Bottom-up coaching

It may sound strange, coaching your boss. And in many specific corporate cultures you won’t succeed. Nevertheless, organisations should welcome Bottom-up coaching as a powerful instrument. Usually the company’s top level consists of good people. Through the years this ‘group’ created its own culture, vision, approach and behaviour which include both strong and weak elements. Using Top-down coaching only means weak elements will continue to exist and nobody will be given the opportunity to change matters through coaching.

Another reason as to why Bottom-up coaching should be used is the fact that an executive has a ‘role’ to fulfil. Assuming that he or she has not met with the Peter Principle (and therefore has reached the first level of incompetence) aspects may exist in which the executive is less skilled than his subordinate. Specifying these aspects in the coaching process makes applying Bottom-up coaching less scary.

 

Coaching yourself

This too may sound weird, coaching yourself. Also, it does not meet the coaching definition provided in the above which involves an equally matched one-on-one relationship. And yet you can coach yourself. Take the time and space to be perfectly aware of this. Decide on how you want to progress. Scrape all the nerve you have to ask yourself that effective and perhaps confronting questions. Obviously you will need to answer them for yourself. Listen carefully to yourself, your feelings, intuition. Then comes the most difficult part. Equality. The coach inside your might refuse to seek out confrontation by not asking difficult questions. The coachee inside you might level off the difficult questions preventing you from getting any closer. Provided you are able to find equality (balance) between both the coach and coachee inside you, then you will be able to coach yourself.

Write down what it is you wish to accomplish and which steps are required to improve yourself. For there are no witnesses, it is just you. And making things explicit will prevent you from avoiding them. Or you will be making a fool of yourself.

 

Top-down coaching

This is the most common coaching variant. Most trainees have a coach to ensure fast progress. Whatever your activities, level at the organisation, everyone has the right, and the obligation, to be coached. Your coach does not necessarily have to be your direct executive. Also, you can have different coaches for different aspects.

 

Lateral coaching

Lateral coaching means coaching at an equivalent hierarchical level.

Other coaching features:

-      Coaching inspires: coaching helps you reveal someone’s deeply hidden potential by generating awareness, contributing new ideas and challenging someone to be creative.

-      Coaching gives energy: with effective communication and by making suggestions you can make coachee think ‘yes I can’.

-      Coaching is achievement-oriented: coaching focuses on improving the coachee’s achievements making them more effective.

-      Coaching is learning: coaching will help select a specific topic the coachee must learn to deal with. Example: performing a certain task or following a specific method.

-      Coaching is personal development: the coachee should experience personal growth and gain more self-knowledge.

 

How to use it

Decide on the skills in which you wish to invest to experience growth. In your environment find someone whom you trust and who has these skills. Ask him or her whether he or she is willing to help you develop these skills. Prepare a coaching contract clearly defining your learning objectives. Agree on when, where and how coaching will take place. Evaluate together and regularly how the coaching sessions are progressing.

Good luck coaching your boss!

 

Related Models: 

-   Drama Triangle

-   Typology of Communication

-   Principles of Effective Leadership

-   Team Building

-   Pillars of Commitment

-   Typology of Knowledge Workers

-   Coaching

-   Herzberg Factors

-   Coaching Arts

-   Face-to-Face Communication

-   Trust Equation

-   Formula of Trust

 

 

Sources:

-       Wikipedia

-       www.1000ventures.com

 

 

The product:

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- Description, full colour, pdf