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Coaching cannot work without an effective relationship being established between the coach and client. There needs to be a good rapport established immediately and the relationship needs to be built on trust.

Coaching is now big business, organisations now realise that they can improve the performance and motivation of their employees through coaching. Nowadays more and more managers are adopting a ‘coaching’ style of management rather than the traditional ‘command and control’ style. Successful managers now empower their employees to make decisions for themselves rather than simply providing answers straight away. Think of the example of ‘showing a hungry man how to fish’ rather than simply giving him one.

The coaching style of management can be difficult to master as it is often tempting to jump in to solve problems. Instead, the coaching style of management is to provide support, challenge, feedback and question – not to provide answers. Often the coaching style manager will put as much importance on the development of their people as to the tasks or services that they are delivering. Over time, employees learn more, perform better and are generally more motivated and satisfied with their role. They become used to the style of management and expectations of them, often they will automatically resolve situations without the need to highlight issues to the management team.

It is proven that by adopting a successful coaching style of management you can expect an increase in productivity, morale and job satisfaction. It also means that the manager has more time to focus on more strategic elements within a business rather than being ‘bogged down’ with daily business needs.
If you’re coaching outside of the management role then it is vital that you hold an introductory meeting, during this meeting you will complete a number of tasks. 

These include 1. Establish a rapport - We will cover this in more detail later, however, in order for the coaching to work then both parties must relax with each other and an easy rapport needs to be established.

2. Agree on the goals of the coaching sessions, the frequency and the start and end points - It is important to ensure that you agree on the frequency and duration of the sessions. This gives the sessions more structure and an ultimate goal. By setting a start and an end point it gives both parties something to aim for. It also helps to establish commitment and motivation… not to mention it makes you look professional.

3. Review the coaching contract and code of ethics - We will cover this in more detail later but the main aim of the coaching contract is to cover the requirements of the coaching sessions and to reassure the client of the adherence to confidentiality. At this point, you can establish the rules for keeping notes and ensure that the client is comfortable with what notes shall be given. We will discuss this issue in more detail later in the training.  Should it be mutually agreed that the coaching sessions are viable, then arrangements should be made for the schedule of coaching sessions. This includes dates, times and venues.

4. Clarify expectations and ground rules - Later in the training we will cover this area in more detail, it is essential that during the coaching session we take some time to clarify expectations and ensure that coaching is the actual requirement of the client. Often individuals think that they need coaching when in actual fact what they need is a process expert to give them guidance on a specific issue.  Ground rules are also essential and need to be covered during the introductory session. Ground rules include things like; confidentiality and attendance to meetings.