The transition of the ‘people function’ title to ‘People and Culture’ represents a fundamental shift in how organisations view their workforce. Linda Grant explores the evolution of this function, now seen as being a strategic partner in achieving organisational goals.
When you have decided to engage with supervision you need to consider which mix of activities will best suit you and your practice. There are three formats of coaching supervision available to a coach:
This article briefly outlines each of these to help you consider which might be the right choice for you.
Initially the reason a coach engages with supervision may be to simply satisfy the requirements of a professional body. However, experience suggests that once the coach has undertaken supervision they see the value of supervision and what it brings to them and their coaching practice. Supervision supports the personal and professional development of a coach in whatever their capacity as a coach. There are numerous benefits for individual coaches, whether they are an external or internal coach, as well as benefits for organisations with internal coaching programmes.
How do you make sure you are well equipped for your role as a coach after gaining your qualification? How do you make sure that you are keeping yourself and your clients safe as a practising coach? Can you make sure that you and your practice are ‘fit for purpose’? The answer is to make sure that, as part of your continuing professional development as a coach, you undertake effective coaching supervision.
As an experienced coach who qualifies as a coach supervisor, you will be able to:
Are you interested in becoming a Group Coach? Do you work with different groups of people and want to feel more confident in coaching them? Then join this Introduction to Group Coaching Webinar Programme in Autumn 2021!
Group Coaching is more effective than training and has the potential to develop quicker and better results with groups of individuals. It is an emerging and interesting field in coaching and one that many coaches lack the confidence to engage with. Continue reading
The months of lockdown have had a huge impact on us all. With the ongoing restrictions and uncertainty that we continue to face, and the added strain of shorter days and worsening weather, the impact and stresses are unlikely to lessen over the coming months.
Resilience is something I don’t usually lack—so why am I feeling anxiety and worry? The unprecedented lockdown conditions and uncertainly of what lies ahead after these times, have caused many of us to feel anxiety and worry—and quite rightly so. There are no predetermined rules for the intensity of the emotions we might feel; we don’t need to be preforming a particular role, or be in a specific working environment to experience them.
The backbone of many organisations and a key resource for many leaders and managers are the office professionals. But are your PAs/EAs “forgotten workers” when it comes to tapping into their abilities and providing opportunities for development and progression? What can you do in your organisation to help motivate and develop this vital resource?
The key players are the senior executive and the coach. However, executive coaching does not occur in a vacuum. There are a number of stakeholders involved in the executive coaching process — the executive’s leader, peers, reports, Human Resources — but the real focus is on the relationship between the coach and the individual executive. Continue reading
