Coaching And Mentoring At Work Developing Effective Practice Pdf

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Coaching and mentoring can be effective approaches to developing employees. Both have grown in popularity, with many employers using them to enhance the skills, knowledge and performance of their people around specific skills and goals. This factsheet offers a definition of coaching and mentoring, distinguishing between the two and emphasising the need to link with overall learning and development strategy. It looks at those typically responsible for coaching, both internal and external to the organisation, and how to develop a coaching culture. Deciding when coaching is the best development intervention is key to harnessing its potential.

EBOOK: Coaching and Mentoring at Work: Developing Effective Practice

Book description: "The book provides a very accessible introduction to the whole area of coaching and mentoring across many different work settings, with practical examples and exercises. The new edition also includes a number of excellent case studies by those who have developed coaching and mentoring and a coaching culture in different sectors.

With a focus on effective practice, clear links are made between principles, approaches and models, skills, tools and techniques and interactive case examples. The new material on reflective practice, supervision, accreditation and frequently asked questions makes this book an excellent resource for purchasers, providers and students of coaching and mentoring.

It's an accessible and absorbing read. It has helped when preparing for difficult coaching sessions, and later, when reflecting on my practice. It provides a huge amount of information on the principles of coaching and mentoring and some really practical advice on how to apply these principles to improve performance at work.

The new edition adds further superb insights and a more reflective dimension - together with concise answers to some frequently asked questions. My favourite coaching and mentoring book! I use it frequently both implicitly and explicitly with learners. The questions in the 2nd edition of Coaching and Mentoring at Work help explain the stages of the model to learners and provide invaluable prompts for leaders new to coaching.

They have listened to feedback on the 1st edition and made some pivotal changes. The book has a new structure of four sections that give a cohesive, interlinking framework that works. They have reconfigured the core of the earlier book and augmented it with some new material. I really like the way they have incorporated their own voices into the narrative - there was a real sense of how their current practice has emerged from a range of influences and approaches and is still developing.

There is an excellent new chapter on reflective practice and supervision that I anticipate I will be read and re-read many times. They have also brought clarity to me about the confusing world of coaching accreditation in another new chapter. Finally, the FAQ's in the final section are a distillation of pure wisdom. The new edition has exceeded all my expectations. Clinicians and healthcare professionals learn a model and skills which they can use in their everyday leadership, teaching, supervising, clinical and management roles, as well as more formally as coaches and mentors.

This book is comprehensive in its cover of how this can be achieved, with examples and wide coverage of contracting and preparation for a mentoring session. I like the definition of coaching and mentoring given in this book as 'learning relationships' which help clients to achieve outcomes that 'they want and value. In coaching and mentoring we learn to sit on our hands and assume that the mentee is resourceful and knows the answers better than us.

I am pleased to see that the second edition has new sections on reflective practice, supervision and accreditation. These are all important in the development of quality coaching and mentoring. The new edition of this popular, practical and authoritative book has been revised and updated throughout, with two new chapters. It features: Nine key principles of effective coaching and mentoring, showing how to apply them. Maidenhead: Open University Press, Authors: Mary Connor and Julia Pokora.

Published: January Pages: Open eBook. Book Description Table of Contents Book description: "The book provides a very accessible introduction to the whole area of coaching and mentoring across many different work settings, with practical examples and exercises. It features: Nine key principles of effective coaching and mentoring, showing how to apply them Broader and deeper discussion of approaches to coaching and mentoring Answers to frequently asked questions A new chapter on reflective practice, supervision and accreditation Ideas about how to be an effective coach or mentor and how to be an effective client Self development checklists and prompts, and a wealth of interactive case material The Skilled Helper model and how to apply it to coaching and mentoring A range of tried and tested tools and techniques The hot topics of ethical practice, training and developing a coaching culture Coaching and Mentoring at Work is aimed not only at coaches and mentors but also at the other half of the partnership, clients.

Coaching and Mentoring at Work: Developing Effective Practice

Book description: "The book provides a very accessible introduction to the whole area of coaching and mentoring across many different work settings, with practical examples and exercises. The new edition also includes a number of excellent case studies by those who have developed coaching and mentoring and a coaching culture in different sectors. With a focus on effective practice, clear links are made between principles, approaches and models, skills, tools and techniques and interactive case examples. The new material on reflective practice, supervision, accreditation and frequently asked questions makes this book an excellent resource for purchasers, providers and students of coaching and mentoring. It's an accessible and absorbing read.

Coaching and Mentoring at Work: Developing Effective Practice

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In Training the Counsellor, Mary Connor shares a decade of training experience to provide an invaluable resource for other counsellor trainers. The role of the trainer as facilitator, educator and assessor as well as key professional and ethical i This expert guide will help readers learn about the role of hysteroscopy in the management of a range of common and less common gynaecological problems. In particular, the book covers the diagnosis and treatment of endometrial and uterine anatomic Dr Mary Connor Mary is an independent consultant working as a coach, mentor, trainer and supervisor.

Чрезвычайная ситуация. Она не помнила, чтобы это слово срывалось когда-нибудь с губ коммандера Стратмора. Чрезвычайная. В шифровалке. Она не могла себе этого представить.

EBOOK: Coaching and Mentoring at Work: Developing Effective Practice

Все, кто имел отношение к криптографии, знали, что о АНБ собраны лучшие криптографические умы нашей планеты.

Coaching and Mentoring at Work: Developing Effective Practice

В эпоху цифровой связи понятие неприкосновенности частной жизни ушло в прошлое. Записывается. Телефонные компании могут сообщить, кто вам звонил и как долго вы говорили. - Сделайте это, - приказал.  - И тут же доложите .

ГЛАВА 93 Причастие. Халохот сразу же увидел Беккера: нельзя было не заметить пиджак защитного цвета да еще с кровавым пятном на боку. Светлый силуэт двигался по центральному проходу среди моря черных одежд. Он не должен знать, что я.  - Халохот улыбнулся.  - Может считать себя покойником.

 Как ты могла догадаться, - продолжал он, - вскоре я собираюсь выйти в отставку. Но я хотел уйти с высоко поднятой головой. Я хотел уйти с сознанием, что добился своей цели. - Но вы добились своей цели, - словно со стороны услышала Сьюзан собственный голос, - Вы создали ТРАНСТЕКСТ. Казалось, Стратмор ее не слышал. - В последние несколько лет наша работа здесь, в агентстве, становилась все более трудной. Мы столкнулись с врагами, которые, как мне казалось, никогда не посмеют бросить нам вызов.

Kundrecensioner

Каждый шаг Стратмора был рассчитан самым тщательным образом. Строя свои планы, Стратмор целиком полагался на собственный компьютер. Как и многие другие сотрудники АНБ, он использовал разработанную агентством программу Мозговой штурм - безопасный способ разыгрывать сценарий типа Что, если?. на защищенном от проникновения компьютере. Мозговой штурм был своего рода разведывательным экспериментом, который его создатели называли Симулятором причин и следствий.

 Подите к черту. - Очень остроумно. - Вы болван, Стратмор, - сказал Хейл, сплюнув.  - К вашему сведению, ваш ТРАНСТЕКСТ перегрелся. - Что ты говоришь? - засмеялся Стратмор.

После каждой из них следовал один и тот же ответ: ИЗВИНИТЕ. ОТКЛЮЧЕНИЕ НЕВОЗМОЖНО Сьюзан охватил озноб. Отключение невозможно. Но. Увы, она уже знала ответ. Так вот какова месть Танкадо. Уничтожение ТРАНСТЕКСТА.

 ТРАНСТЕКСТ. Правда о ТРАНСТЕКСТЕ. Сьюзан понимающе кивнула.

Мозг Хейла лихорадочно работал. Звонок коммандера явился для него полным сюрпризом. Стратмор решился на .

Будьте завтра поосторожнее. - Спасибо, - сказал Беккер.  - Я сегодня улетаю.

4 Response
  1. Riepichamil

    Request PDF | On Jul 17, , Peter Lassey published Coaching and Coaching and Mentoring at Work: Developing Effective Practice.

  2. Emily S.

    Coaching & Mentoring at Work: Developing Effective Practice Mary Connor & Julia Pokora. Open University Press. £(pb). pp.

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