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Content: Workplace Coaching Supervision, workplace coach supervision, business coaching,
coaching,
executive coaching, coaching supervision and skills, coach mentor, business
coaching supervision, workplace coaching supervision and executive coach, mentor,
coaching supervision, executive coaching
supervision, mentoring, executive coaching and psychology, coaching in the workplace, coaching
competencies, supervising a business coach,
supervising a workplace coach, workplace coaching
supervision, tools and techniques,
coach supervision, executive coaching,
mentoring and supervision, corporate workplace coaching, mentoring a coach,
supervising a coach, coach mentoring and workplace coaching supervision
and executive coaching, mentor, business coaching supervision, executive coaching,
mentor and workplace coaching
supervision
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 Certified
Master Coach - Some
Introductory Notes:
Is there a need for Coach
Supervision?
- Workplace Coaching
-Bridging the gap between knowledge and
practice
©
(includes extracts from new text book 'Behavioral Coaching' by Zeus and
Skiffington -published and copyrighted by McGraw-Hill, New York)
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Workplace Coaching Supervision versus Coaching
Mentoring
Supervision is universally seen as a crucial
ingredient for success in a wide range of professional groups from
those working in the health care sector to management development.
Professional coaches
tend to work in isolation and can
easily become very subjective about their work. In the last few
years, coach supervision has been increasingly called
for by user-clients and 'professional' coaching bodies. However, "supervision"
certainly doesn't fit for many experienced people developers looking
to develop a coaching practice or to simply use the coaching
model of change and learning inside an organization. This group of people
developers typically prefer a mentoring model as a means for practice
support.
Workplace Coach
Supervision
Academic
and clinical instruction are the foundation training blocks for
professional coaches. In order to develop professional competence, new
coaches need to step outside of the classroom and practice their
skills in real workplace settings. Supervised work experiences provide
opportunities for development through experiential learning. Because
development as a professional practitioner does not end with certification,
working effectively with a supervisor is an important key
element in professional growth and
career development.
Supervision
typically aims to identify solutions to any problems, improve practice and increase
understanding of professional issues.
Many
corporations, with a large panel of internal and external coaches, now
regard supervision as essential to good practice. Some of these
organizations have already developed policies and programs that
require all coaches to engage in supervision with a respected
and senior practitioner.
What does workplace coaching supervision
entail?
Firstly, it provides time for a coach to reflect on
his/her work either with a senior colleague or external senior
mentor. Currently there are no industry or professional guidelines as
to the regularity of supervision. Many coaching groups and
corporate coaching managers have established their own formula for the
amount of supervision in relation to practice hours.
The Rationale
By encouraging reflection on practice issues, the practitioner's skills,
knowledge and professional values will be enhanced and career development
and lifelong learning will be promoted.
Some Practitioner Benefits
Indicators of benefits could include: better targeting of
educational and professional development issues; reduced untoward
incidents; better assessment of client needs and program development
options; increased compliance with professionals standards; increased
innovation and better selection of appropriate methodology; reduced
professional stress; improved confidence and professional
development; greater awareness of professional practice boundaries and
accountability; better relationship with client/management; better managed
program risk and better awareness of the latest effective evidence-based
practice.
Some Client Benefits
Client management is assured that the supervisor, as the
third party, assists the coach to work responsibly and to
the best of their ability. Supervised
experience is designed to provide the supervisee with guidance,
environment and opportunities to facilitate the development of
competencies. This especially enables the new coach to use his/her knowledge base in
a professional and ethical manner. Professional supervision is an
important component in the maintenance and development of professional
competency.
Ultimately the supervision process exists
for both the coach's and client's benefit.
Workplace
Coaching
Supervising
versus Mentoring:
Unfortunately being supervised is usually
based
on the traditional management relationship where the 'manager/supervisor'
oversees the coaches actions. The term "supervision"
certainly doesn't fit for experienced people developers looking
to develop a coaching practice or to simply use the coaching
model of change and learning inside an organization. Most of these professionals view
the term as
belonging to a hierarchical management model. Recent research suggests that this same group of experienced
professionals best prefers the support provided by a specialist mentor who is
typically an accredited adult educator, a successful
coaching practitioner and, a subject-matter expert who also possesses
specialist psychological training and knowledge in the use of the
mentoring model.
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Workplace Coach Mentoring
-Some key functions of coach mentoring
- Educational - the direction
feedback required to develop the knowledge, attitude and
professional and personal skills required to be a professional
practitioner.
- Professional guidance -
the norms, values and best practices required.
- Support - the re-assurance and
emotional support provided to better manage professional work
stresses, personal issues, doubts etc -more effectively and
the sourcing of further specialist knowledge and resources as
needed
Case
Sample: The Behavioral Coaching Institute's Dr Skiffington who also
acts as Coach Mentor to CMC Course graduates.
-Dr Skiffington describes mentoring as "her a long
term commitment to a graduate's professional development
and long-term success."
As a developer of, and author on coaching best-practices, Dr
Skiffington works with some the world's leading specialist coaching
practitioners and corporate coaching program managers in the
form of an ongoing, co-learning, developmental partnership. All of the
Institute's new and established graduates receive equal access to
her experience and knowledge base via her mentoring.
Dr Skiffington's exclusive
pre- and post-course mentoring program provides
"the glue to creating foundational strength and resiliency"
required by graduates of the Institue's invitational Certified
Master Coach Course. The mentoring program is considered a
vital part of the coach's professional development and acts as a form
of personal and business success
insurance.
Many
vital behavioral-based change models, tools and techniques and
assessment instruments a professional coach requires are only available
to coaches trained and mentored by an educator who is also a licensed
clinical psychologist. Dr
Skiffington's invitational,
fast-tracked, 4 Day, Very
Small Group Certified
Master Coach Course (conducted in N.Y., London, Sydney etc) meets the critical needs for business and
executive coaches to be trained and mentored in the use of validated,
reliable psychology-based tools and techniques. Read
More >....
© 2006
Behavioral Coaching Institute
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Content: Workplace Coaching Supervision, workplace coaching competencies, mentoring a coach,
supervising a coach, coach mentoring, workplace coaching supervision
and coaching mentoring, executive coaching, mentor, business coaching supervision, executive coaching mentoring,
mentor and workplace coaching
supervision, workplace coaching supervision and executive coach, mentor,
coaching supervision, executive coaching
supervision, mentoring, executive coaching and psychology, coaching in the workplace, coaching
mentoring competencies, mentoring a coach,
supervising a workplace coach, workplace coaching
supervision, tools and techniques,
coach supervision, executive coaching and psychology,
mentoring and supervision, corporate, workplace coach supervision, business coaching,
coaching mentoring, mentoring,
executive coaching, coaching supervision and skills, coach mentor, business
coaching supervision,
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