Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
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as
AN IDEAL COACH
AND MENTOR OF
15
NATION
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17
8. General
Coaching
and
Mentoring
Skills
Apart from the primary coaching skills mentioned above, there are other essential skills that the
coaching profession requires. The list of skills and attributes below would make an effective
coach and mentor:
Ability to promote trust and respect
Ability to facilitate level of understanding
Ability to create an effective coaching and mentoring process
Ability to motivate and inspire
Ability to offer positive and constructive feedback
Ability to guide the learner in goal setting and attainment
Ability to stimulate action
Ability to inculcate self-awareness and self-knowledge
Ability to open up new perspectives
Ability to follow a variety of approaches in coaching styles and techniques
Ability to recognize significant changes in thoughts and behavior
Ability to assist in identifying the value in a situation
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9. Mentoring Programs
Basically, there are two types of mentoring programs formal and informal. Formal mentoring
programs are similar to coaching programs: these are systematic and structured, with clearly
established organizational goals. Informal mentoring programs have little or no structure and
may not even have clear goals. Informal mentoring is based on perceived value and is geared
toward interpersonal development, yet it still has an impact on career enhancement. Perceived
value means that the protg considers anyone who serves as a personal inspiration and
motivator as a mentor.
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MAHAMANAV
Dr. Babasaheb Ambedkar
Family
coaching
and
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Coaching inexperienced learners in order to help them develop skills and improve
performance
Coaching experienced learners who lack the motivation and willingness to improve work
performance
There are employees who do not have first-hand experience of the task but have the competence
to perform it. Others are task-experienced but lack the necessary skills to perform the task. Yet,
there are also employees who are both inexperienced and unskilled. These individuals can be
helped with dedicated coaching. The company should not see them as a liability and a hindrance
to company goals.
In the first place, manpower is not easy to produce, not to mention the time and effort invested
by the recruitment team in searching, hiring, and training their people.
Coaching inexperienced learners and even those who lack the needed skills is not a problem as
long as these individuals have the willingness and commitment to improve their performance and
learn new things applicable to their job. However, it is a problem if they are uncooperative and
apprehensive about being coached. So a coach must make a point out of conditioning the
employees first by setting expectations and stressing the benefits that they will gain from the
coaching sessions.
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33
4
Moderately
Characteristic
3
Somewhat
Characteristic
2
Moderately
Uncharacteristic
1
Very
Uncharacteristic
5
3.
4.
5.
5
5
4
4
3
3
2
2
1
1
5
5
4
4
3
3
2
2
1
1
8.
9.
10.
1
35
13.
14.
15.
16.
17.
18.
5
5
4
4
3
3
2
2
1
1
5
5
5
4
4
4
3
3
3
2
2
2
1
1
1
5
5
5
5
4
4
4
4
3
3
3
3
2
2
2
2
1
1
1
1
19.
36
5
5
5
4
4
4
3
3
3
2
2
2
1
1
1
5
5
5
4
4
4
3
3
3
2
2
2
1
1
1
5
5
4
4
3
3
2
2
1
1
49.
50.
42.
43.
44.
45.
46.
47.
48.
Results
Use the table below to record your totals from each skill assessment section. Tick low, medium
or high from the scoring columns.
Sr.
No.
Low
Med
High
In relationships with
subordinates and coworkers
0-5
10-15
15-25
In conversations with
subordinates or co-workers
0-5
10-15
15-25
0-20
20-35
35-50
0-4
4-10
10-20
Skill
Discussing problems of
subordinates or co-workers
with them
I initiate conversations
with subordinates or coworkers
Your
totals
Scoring
Low Med High
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In conversations with
subordinates or co-workers
0-30
30-60
60-80
In discussing performance
with subordinates or coworkers
0-20
20-35
35-50
Use the scoring definitions on the following page to assess your results.
Scoring
Low
There could be a number of reasons for giving yourself a low score. Maybe you
undervalued your experience. Possibly you are not attracted to this skill. Think of the
reasons for this and use the reflective review to consider what you could do about
addressing this. Remember this skill is considered essential for your development and
success - as a student, an employee and in life generally, so a low score could limit your
ability to reach your full potential. If you are asked about your weaknesses in an interview,
be honest, but remember to explain why you think this is and what you are doing about it.
That will impress a prospective employer!
Medium
Your score suggests that you have some experience of using this skill and have developed a
certain level of competence through experience and practice. However, there seems to be
evidence that you would find it useful to develop it further. Look carefully at the different
questions you answered to assess this skill and decide exactly where your areas for
development lie. It may be that this skill is a potential strength but you are feeling a lack of
confidence around it. Think about why this should be. Use the resources available to you at
to strengthen and further develop your skills in this area. If you discuss use of this skill in
interviews, give a full and honest assessment and discuss how you are planning to work on
it. No-one is perfect and employers are impressed with someone who understands their
strengths and weaknesses and is doing something about it.
High
If your assessment is accurate, it indicates that skills in this area are well developed at this
stage and that you are feeling comfortable using them. Your course should provide you
with opportunities to practice and further develop them. Discussing this assessment with
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