Coaching

2555 mots 11 pages
Plan :

Introduction 1. What are Coaching and Mentoring? 2. Useful definitions 3. Business coaching & mentoring 4. Skills coaching & mentoring 5. Personal coaching & mentoring 6. Deciding When and How to Coach and Mentor? 7. Is coaching just therapy by another name?
Conclusion

Introduction :
High-performance, contemporary organizations know that a company is only as good as its employees. They place strong emphasis on personal attributes in selecting and developing staff. However, this does not come without challenges, not least of which may be (significant) gaps in the experience, knowledge, attitudes, skills, aspirations, behaviors, or leadership required to perform demanding jobs. Formal training courses may vaunt wholesale transfer of these; but employees will not likely stretch to their full potential without dedicated guidance that inspires, energizes, and facilitates. In the new millennium, good coaching and mentoring schemes are deemed a highly effective way to help people, through talking, increase self-direction, self-esteem, efficacy, and accomplishments.

Coaching and mentoring can inspire and empower employees, build commitment, increase productivity, grow talent, and promote success. They are now essential elements of modern managerial practice. However, many companies still have not established related schemes. By not doing so, they also fail to capitalize on the experience and knowledge seasoned personnel can pass on.

1 – What are Coaching and Mentoring?
Both coaching and mentoring are processes that enable both individual and corporate clients to achieve their full potential.
Coaching and mentoring share many similarities so it makes sense to outline the common things coaches and mentors do whether the services are offered in a paid (professional) or unpaid (philanthropic) role. * Facilitate the exploration of needs, motivations, desires, skills and thought processes to assist the

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