Coaching Definitions
To work out what sort of coaching works best for you here are the following definitions outlined from Standards Australia, Coaching in Organisations (HB332-2011) and included in the IECL (Institute of Executive Coaching and Leadership)
Coaching
A collaboration endeavour between a coach and a client (an individual or group) for the purpose of enhancing the life experience, skills performance, capacities or wellbeing of the client. This is achieved through the systematic application of theory and practice to facilitate the attainment of the coachee’s goals gin the coachee’s context.
Business coaching
A term commonly used to denote both the organisation of coaching covered by this guidance (i.e. coaching that is focused specifically on skills, performance or personal capabilities of the executive, employee or team-members being coached) and/or the provision of consulting services focused on the performance of the business as an entity (such as the design of business systems, and business financial and marketing strategies etc).
Developmental coaching
Coaching aimed at enhancing a coachee’s ability to meet current and future challenges more effectively via the development of increasingly complex understanding of the self, others and the systems in which the coaches is involved. This is sometimes called transformational coaching.
Executive coaching
Coaching services provided to executives and line managers for the purpose of improving skills, performance or work-related professional and personal development.
Organisational coaching
Coaching that is provided by a formally designated coach and conducted within organisational settings. Its focus is on improving client’s work-related skills, performance or personal development in a way that is personally and professionally beneficial to the client.
Performance coaching
Coaching that is aimed at improving the coachee’s ability to achieve work-related goals such as specific metric-based organisational outcomes. It is not so much interested in the acquisition or establishment of skills as it is in assisting the coachee to use established skills more effectively. Performance coaching typically involves the articulation of desired levels of performance and pathways to achieve those goals. It may also involve the identification of current and potential cognitive, behavioural and environmental blocks to performance. Whilst often conducted as a standalone intervention (e.g. targeted goal-focused coaching), it is often a subset of a wider coaching intervention involving skills coaching, developmental and remedial coaching strategies. Coaches engaged in performance coaching can be expected to have a knowledge and skills associates with goal-setting, motivation and change management.
Remedial coaching
Coaching aimed at the remediation of problematic attitudes or behaviours that interfere with the coachee’s organisational performance. It may involve a combination of skills, performance or developmental coaching, and is often most conducted in response to the identification of behaviours perceived as needing to change if desired performance and career opportunities are to be realised. In addition to knowledge and skills associated with skills, performance and developmental coaching, a coach engaging in remedial coaching is expected to have competencies and understanding of the psychological and behavioural processes associates with attitudes and behaviours inhibiting progress.
Skills coaching
Coaching that is aimed at acquiring or improving work-related skills. Examples of such skills include (but are not limited to) delegation, time management, active listening, questioning, feedback and performance management skills. The purpose of skills coaching is to build capacity, rather than achieve particular work-related targets. Whilst skills coaching can be conducted as a stand-alone intervention (e.g. following a skills training course), it is often a subset of a wider coaching intervention involving performance and developmental coaching strategies. Coaches engaged in skills coaching can be expected to have knowledge of the process of skills acquisition, and competencies in supporting the coachee to acquire and develop the particular skills targeted in the coaching.
Team coaching
In the team coaching the coaching client is the whole team as a group rather than one person. In team coaching sessions, the team works on group goals. The focus of the team coaching process is usually on improving operational interfaces between the team members while they work on achieving their objectives, rather than focusing on developing people individually.
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