Clarity around the principles of coaching is integral in co-creating the coaching engagement, the quality of the coaching relationship and success of the coaching outcome.
Timothy Gallwey the founder of the Inner Game and widely acknowledged as the godfather of the current coaching movement described coaching as “unlocking a person’s potential to maximize their own performance. It is helping them to learn rather than teaching them”.
Coaching is not teaching or advising, as the focus of teaching and advising is to impart knowledge and information, typically a one way communication process.
Mentoring and coaching are often closely associated. The role of the mentor is to build capability, and the role of the coach is to guide the realisation of potential and enhance individual and organisational performance.
Professor David Clutterbuck, an acclaimed and respected author on leadership, coaching and mentoring proposed that “A mentor is a more experienced individual willing to share knowledge with someone less experienced in a relationship of mutual trust”.
Coaching is not counselling. Coaching focuses on increasing performance, focuses on goal setting, whereas counselling addresses personal or professional issues that are impacting on an individuals and / or other’s lives.
If you or someone you know are experiencing personal challenges, there are a number of useful resources to raise increased awareness and understanding around mental health challenges and provide guidance around some helpful strategies.
The role of the coach is to guide the learning journey for individuals’ at all hierarchal levels across the organisation to cultivate new ways of thinking and doing, to enhance capability, increase alignment with the organisations vision and goals, and create opportunity awareness.
Individual and organisational transformation is reliant on the ability to learn, which augments the ability to change. Our coaching revolves around developing increased self and organisational awareness, which includes identifying any barriers to change and transformation that need to be explored.
The coaching partnership is confidential and based upon agreed rules of engagement, time frames, self-governing goal ownership and defining measures of success. It involves a partnership between the coach, coaching counterpart, and the organization, with the goal of realising potential to support personal growth, professional development, and strategic organisational objectives with productive outcomes.