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Additional resources for Development for High Performance Revised Edition: Management Extra
Most coaching conversations ape brief, lasting five to 15 minutes. Brief conversations have more impact, while longer conversations tend to open the door for issue jumping and excessive feedback that can lead to defensive conversations. Short periods of coaching are also more realistic to schedule because they leave time for other high-priority tasks. Source: Antonioni (2000) Stage 3: The individual undertakes the task or practises the skill Coaching is not simply a repetitive process. Ideally, the coach starts off in a hands-on role, demonstrating and explaining a task, but eventually assumes a hands-off role.
With their agreement, you can proceed to the next stage of the development cycle. Then provide possible development solutions: Development Needs ( I ) Possible Solutions ( 2 ) 1 Development Needs ( 3 ) 1 Possible Solutions (21 2 Leading and coaching Agreed Priority Development (up to 12 months ahead) Agreements (as appropriate) to the above: ( 6 ) Date Completed 1 2 Senior Manager 3 4 Development for High Performance Notes for Guidance The following numbers relate to the numbers on the Development Plan.
Reflect on your coaching experiences. Ask yourself:What should E have done more of? What should I do less of? What should I keep doing? Ask the people you've coached for feedback. Finally, Antonioni (2000) suggests that you discuss your goals as coach with your manager during your own performance evaluation: Managers who have discussed their coaching with their managers reported that they have increased their managers’ awareness of the importance of coaching work and the positive outcomes associated with it.