...EDL 531 Week 6 Individual Coaching Plan To Buy This material Click below link http://www.uoptutors.com/EDl-531/EDL-531-Week-6-Individual-Coaching-Plan Resources: Coaching Plan E-Portfolio Assignment and Coaching Plan Rubric Access the Virtual School from your student website. Select a teacher at your preferred grade level from the Virtual School. · Click on Teacher Information. · Click on Profiles and Communication/Curricular Materials. Review all of the materials available for that teacher, such as profile, communications, scope and sequence, lesson plan 1, lesson plan 2, substitute plan, and HR employee file. Develop a coaching plan for this specific teacher that facilitates results by identifying ways to create awareness, establishing realistic goals and objectives, designing an action plan, monitoring progress, and coming to closure. Please keep in mind that you are assuming the role of coach for the chosen teacher. As a result, you will develop the coaching plan for the teacher (with yourself as the coach) to assist him/her with professional development in areas targeted by the profile information. As the assigned coach, address the following: 1. What information in the teacher’s profile has led to the development of the coaching plan? What are the teacher’s strengths and opportunities for enhancement? 2. How will you introduce a coaching plan (create awareness) that targets identified areas for development? 3. What concrete...
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...Coaching is a profound leadership mindset, but you have to believe in it first. Andrew Wood explains the big picture as follows: "Leadership is not a right of passage, or at least it shouldn't be. Leadership is a state of mind. A philosophy. An attitude. Understanding this, you can recognize and develop the key traits that will enhance and improve your personal capacity for leadership." Great leaders touch the lives of their followers through coaching. The key to consistent business success is to understand that people come before spreadsheets. The personal growth and coaching of their employees is put on top of the priority list and soon the results on the spreadsheets will follow. When you hear the word "coach," what comes first into your mind? Do you picture a sports team with someone shouting out directions or perhaps a frowning manager pacing to and fro and calling out the names of the players? Coaching is no longer reserved for sports teams — it is now one of the key concepts in leadership and management. So why has coaching become so popular in the business world? Coaching levels the playing field. Coaching is one of the several emotional leadership styles. Moreover, it is a behaviour or role that leaders enforce in the context of situational leadership. As a leadership style, coaching is used when the members of a group or team are competent and motivated, but do not have an idea of the long-term goals of an organization. This involves two levels of coaching: team and...
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...[pic] St. George’s, University of London: Coaching Programme SGUL’s coaching programme was launched in 2008 and to date, over 70 members of staff have benefitted from participating in the programme. Participants are drawn from a wide range of roles. Some currently have line management responsibility, some are aspiring managers and leaders, some have no line management responsibility but are responsible for managing resources or projects. What is Coaching? There are many published works on coaching. The following definitions are particularly helpful in describing what coaching means for SGUL: “Unlocking a person’s potential to maximise their own performance. It is helping them to learn rather than teaching them”. (WHITMORE, J (2006) Coaching for Performance. London: nb publishing.) “Developing a person's skills and knowledge so that their job performance improves, leading to the achievement of organisational objectives. It targets high performance and improvement at work, although it may also have an impact on an individual’s private life. It usually lasts for a short period and focuses on specific skills and goals”. (CIPD Factsheet on Performance Management) How does coaching differ from mentoring? Mentoring in the workplace describes a relationship in which a more experienced colleague uses their greater knowledge and understanding of the work or workplace to support the development of a more junior or inexperienced member of staff. This is most effective...
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...Coaching is a powerful tool based on the use of one-to-one discussions to enhance an individual’s skills, knowledge or work performance. Coaching targets high performance and improvement at work and usually focuses on specific skills and goals, although it may also have an impact on an individual’s personal attributes. I have outlined a brief description of 2 coaching models GROW and OSCAR in Appendix 1. There are a variety of different types of coaching available and I have identified 2 specific types, Coaching for Talent Development and Coaching through Change and explained what they are and in what type of work situation they could be used in Appendix 2 . There are also different styles to coaching. Non-directive coaching is coaching in the true sense of the word where the coach simply asks you questions to allow you to find your own solutions. A non-directive coach will certainly not offer you advice and rarely even give you suggestions, although through skillful questioning they will help you to see your situation from a different perspective, gain clarity, uncover options, challenge inconsistencies and hold you accountable to your actions. The great benefit of non-directive coaching is that an individual will take full ownership of their own solutions rather than ‘doing what you have been told to do.’ Through this approach an individual will feel a sense of empowerment to make changes. Directive coaching on the other hand is where the coach offers an individual solutions...
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...Foundation Design: Coaching and Mentoring Introduction Organisations are increasingly evolving quicker due to globalisation and advances in industries and technology. These events have made market environments progressively more competitive and have changed the economic climate in which organisations operate. Unfortunately some organisations have had to implement restructures and reductions in workforce to ensure survival. Foundation Design are one of these organisations whose company size has gone from 1,513 employees to 780 employees. During the restructure of the organisation the Chief Executive Officer (CEO) identified that changes were required to its leadership profile and coaching and mentoring programmes. These changes were made to embed new skills and behaviours and support cultural change within the organisation. Why Coaching and Mentoring? Foundation Design are making steps to move towards a learning organisation, one that recognises the benefits in developing its employees, as individuals and teams. Learning is also seen as a step in the facilitation of behavioural change. The ‘Learning organisation’ was developed by Peter Senge (1990) and supported the need for learning and development of workforces, coaching is one way of making these developments. Coaching can support learning which is taking place through Leadership training and can assist in bridging the knowing-doing gap, by encouraging action to be taken. Coaching is ‘the facilitation of...
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...the role of Human Resourcing Unit Number 3DCS Developing Coaching Skills for the Workplace Nichola Mackay 0510453 CIPD Foundation Certificate 15 January 2014 1000 Words Summary The below should help you understand the nature and purpose of coaching, know how to use a coaching style to improve performance in the workplace and be able to identify ways in which coaching can be implemented in an organisation. Contents Intoduction…………………………………………………………....1 Directive and Non-Directive Coaching…………………………...1 How coaching differs from other development needs…….….1 3 ways in which coaching can be used to meet organisational objectives…………………………………………...2 The role of a coach and cochee……………………………...…..2-3 3 potential benefits coaching for the..........................................4 coachee and 3 for the organisation 2 different ways in which a coaching culture could be implemented within an organisation..............5 Bibliography……………………………………………….................6 Coaching is a teaching, training or development process which an individual is supported while achieving their specific personal or professional result or goal. The individual receiving coaching will be referred to as the client or the coachee. "Coaching is unlocking a person’s potential to maximise their own performance...
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...EXECUTIVE SUMMARY This is a report detailing the roles and responsibilities of a Career Coach translating into the importance of long term success of an organization. It studies the meaning of career and what it means to an individual. It also covers the importance of a career coach and how having a coach helps in the approach to reaching certain goals. The management of an organization should understand the benefits, a career coach can bring to its processes and to its employees. Coaching is a process that involves certain factors for it to be effective, such as having the right environment as well as how and where it can be utilized. This report explores all that and to also study one such coaching model known as the GROW model. I would like to take the term of Career Coach and take the two words apart and focus on ‘career’. Career is not to be confused with a job though most people cannot clearly define the two given its similarities and the loose manner in which people use them in daily conversations. A job is born out of necessity and in most cases, out of requirement due to financial reasons. It is something that people do by offering their skill or service in exchange for monetary payment. They may or may not like what they are doing and satisfaction is all the more, a secondary issue. On the other hand, a career is something or a view that most people would take towards a particular occupation in which they hope, would be long term.’ Career’ is a term that evolves...
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... Level 3 Coaching and Mentoring Candidate Workbook: Part 1 |[pic] |Unit 3011: Principles, skills and impact of coaching and mentoring | | | | | |Unit 3013: Coaching and mentoring relationships | | | | | |Unit 3014: Coaching and mentoring operational processes | |Name |Sharon Singh | |Department/ Location |Retail - MIT | Table of Contents/ Mapping Matrices Unit 3011 is about the core principles, skills and impact of coaching and mentoring on individuals and teams. |Learning Outcome |Assessment Criteria |Page(s) | |1. Be able to understand the core|1.1 Define coaching and its purpose |5 | |principles of coaching and ...
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...Demonstrations methods Demonstration involves showing by reason or proof, explaining or making clear by use of examples or experiments. Put more simply, demonstration means 'to clearly show'.In teaching or training through demonstration, students or employees are set up to potentially conceptualize class material more effectively as shown in a study which specifically focuses on chemistry demonstrations presented by teachers.Demonstrations often occur when trainee have a hard time connecting theories to actual practice or when trainee or employee are unable to understand application of theories. # the demonstration method shows how to do something or how something works. # demonstration involves showing by reason or proof explaining or making clear by use of examples or experiment. #this method is visual display of how something works or how to do something. As an example ,trainers show the trainees how to perform or how to do the task of the job.in order to be more specific demonstration should bebe accompanied by the discussion or lecture method # when the trainer has the audience actually perform a task by showing and explaining how to do it, tthis is called at demonstration # during demonstration the audience is encouraged to ask questions and request assistance as they try to do the task by themselves strength of demonstrations #students can learn from watching your step by step demonstrations and hearing your thinking process # demonstrations engage tthe students...
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...Solberg-Tapper Assignment u06a2 – Professional Challenge – Coaching Analysis Final Paper By Dawn Patterson October 1, 2010 I. Overview In summarizing my learning from this course about the coaching and feedback process, I learned the most about myself during the classmate phase of the coaching process. Many things were illuminated over the course of the coaching sessions with my classmates and coworker. Turns out that the concern I brought to the forefront to receive coaching and direction on was one of many symptoms related to a greater issue that wasn’t as easily identifiable as other indicators had suggested. What I believed to be a problem with managing a stressful work environment really was an issue with effective communication. The coaching process is comprised of three elements; planning, conducting the discussion(s), and evaluating. In the planning phase I developed a short-term plan to help the coachee achieve their expressed goal. The next phase of the process, conducting the discussion entailed the actual delivery of the feedback. Lastly, the evaluation phase provided an opportunity to track the progress and adoption of the prescribed approach to train and develop the coachee. The evaluation phase also created an opportunity for the coachee to share feedback with the coach on the effectiveness of the coach’s delivery. I was able to make adjustments to the coaching process and create a better experience for both the coach and...
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...Factsheets > Coaching and mentoring Coaching and mentoring Revised September 2014 Related resources Factsheets Learning methods Induction In this factsheet What are coaching and mentoring? Developing a coaching culture Who delivers coaching in UK organisations? When is coaching the best development intervention? The role of HR and L&D in managing coaching activities CIPD viewpoint Useful contacts Further reading Guides Coaching and buying coaching services Developing resilience: an evidence-based guide for practitioners Survey reports The coaching climate Resourcing and talent planning 2013 Books Everyone Needs a Mentor Designing, Delivering and Evaluating L&D: Essentials for Practice What are coaching and mentoring? Coaching and mentoring are development techniques based on the use of one-to-one discussions to enhance an individual’s skills, knowledge or work performance. It is possible to draw distinctions between coaching and mentoring (as discussed below) although in practice the two terms are often used interchangeably. While the focus of this factsheet is on coaching, much of the analysis presented here is also applicable to mentoring. Training courses Value-added Learning and Development - Short courses - Training - CIPD Using Neuroscience to Develop Your Coaching Practice - Short Courses - Training - CIPD Conference details Social Media in HR Conference Social Media in HR Conference 2013 What is coaching? Coaching targets high performance...
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...Discuss the ways in which coaching psychology research might advance the practise of executive coaching Coaching psychology as a practise is a relatively new phenomenon which encourages an individual to realise and ultimately develop their personal strengths and attributes. Although it is a new practice, psychologists as a whole are yet to determine an exact definition of the meaning coaching psychology. However one of the most applicable definitions to this subject matter is “Coaching maybe defined as a goal - directed multifaceted process for enhancing people, work and life and, as an industry, it has and still is experiencing rapid growth” (Brock, 2006). This essay will examine coaching psychology and how its research will benefit the development of executive coaching and how previous research can enhance this particular sector in psychology. Some of the main areas that will be explored are how positive psychological research has informed this particular area as a whole, the relationship between a coach and client, what qualities make for a good coach and how future research can improve our knowledge and the practice of executive coaching. Positive psychology despite, being considered an applied science it is an empirical science by virtue of scientific method and research. Positive psychology is imperative to the practice of executive coaching as it concentrates on utilising an executives/managers ability to improve an “individuals traits which manifest themselves as...
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...is a significant step towards addressing that gap: it takes strategy to the manager level, providing practical everyday recipes to make sure that the ‘big picture’ does not remain a boardroom abstraction” Bruno Lanvin | Executive Director, eLab | INSEAD “Strategy Execution Heroes provides leaders with a practical strategy execution how-to guide which includes a brilliant summary of Jeroen’s personal experiences combined with an extensive collection of best practices from leading experts in this field” Martin Jensen | Head of North America LTE Services | Nokia Siemens Networks “Strategy Execution Heroes is a refreshingly different approach to strategy implementation. In an extremely pragmatic and actionable way, it puts managers and their individual roles at the centre of the execution pathway rather than the organisation and its...
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...Running head: COACHING MODEL COACHING MODEL Assignment 2 HRM-538 Performance Management Submitted by: TJ McPhail Submitted to: Dr. Karen Golaub, Instructor August 9, 2015 This paper evaluates the coaching model and team-based performance of an organization. Moreover, this paper describes the selected organizations approach of coaching for their employees to optimize the organizations performance management activities. For this paper, United States Office of Personnel Management (OPM), an independent agency of the United States government that manages the civil service of the federal government, is the organization I have chosen for this assignment. This paper also recommends practices or approaches of coaching to improve OPM’s current performance. At the same time, this paper constructs five best practices that aligns the organizations overall goals and vision that would maximize team-based performance at OPM. The selected organization’s approach to coaching as it relates to Stage 3: Proactive Coaching—Driven by a Business Need. Stage 3: Proactive Coaching— is driven by a business need as described in the text, Performance Management: Putting Research into Action, 1st Ed, Smither & London, this is the stage whereas organizations are at the third level of a continuum that typically uses coaching in an “organized, planful fashion to address a specific business issue or need, such as accelerating high potential development, on-boarding new leaders, driving...
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...CONTENTS EXECUTIVE SUMMARY INTRODUCTION - Definition of coaching - Definition of mentoring - Application Part A) Identify the process steps need to be taken to assess the learning needs of the organisation * Step 1: Perform needs analysis * Needs Assessments * 1) Organisation Analysis * 2) Task Analysis * 3) Individual Analysis * Step 2: Identify priorities and important * Step 3: Design Phase of training and development * Step 4: Implementation * Summary Part B) Identify and compare the costs and benefits that introducing a coaching system would involve * Cost * Benefits * Benefit 1: Recruitment and retention * Benefit 2: Continue Learning * Benefit 3: Several Skill Acquisition Part C) Identify KPIs that they should expect to achieve through the implementation process Part D) Identify the key stakeholders that will need to be involved in the process and how their support can be built. Part E) Case Study Example – ASDA Recommendations and conclusion EXECUTIVE SUMMARY High performance and contemporary company need to acquire a much broader set of skills if they are to survive in the world of modern business. The pace of change is unpredictable fast, partly driven by the advances in information technology and the pervading influence of globalisation – has become relentless. The complexity of work has increased while career paths have become less obvious due to the flattening...
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