Are you a new leader ? Or have you ever been asked to include coaching into your leadership role? Maybe you're keen to expand your information and skills on the topic. If so, then this book is written for you. This small book may be a basic introduction to coaching, with some examples and exercises, to grant you the boldness to get started. Of course, I hope that you simply can see the advantages of using coaching techniques in your daily work. Some individuals wish to debate the distinction between coaching and Mentoring. Is there a difference? Technically, yes, however in practice it's not that necessary. Sometimes mentors are individuals in your organization who are already experienced at your job, who might have worked there longer, and who will facilitate your progress within the company. A coach doesn't essentially have to understand all concerning your job role, or the individuals concerned in the problem, however will raise important questions, help you plan your next steps then encourage you as you progress towards your agreed goal. However, coaching by leaders and supervisors sometimes involves a mixture of the two approaches, thus you're using your own expertise also as helping your colleagues to make progress in their work. So what's the distinction between coaching and managing someone? Managing somebody can usually involve telling them what to try to do, and should embrace telling them the way to do it and when the task should be completed. Coaching is not about telling; it's more about asking questions, and paying attention to the answers. It's about challenging once the answer doesn't sound correct, and noting any inconsistencies in what they are saying. Once you coach somebody you are letting the person you are coaching (we sometimes call that person a coachee) determine the problem then formulate a plan to get to the specified result, then encouraging them to keep working their plan. Individuals might usually have the solution within themselves, however they may not realize it. Therefore your job as coach is facilitate to tease out the solution and help them to move forward. After you have understood and become assured in using these straightforward tools and techniques you will most likely realize that coaching forms a part of your daily work as a leader. But first, a word of warning: At the chance of stating the obvious, individuals don't always do what they're told. This blindingly obvious truth has some fascinating implications for you as a leader or supervisor; for instance, merely telling individuals what to try to do by issuing instructions, even detailed instructions stating when, where, how, how many, what form etc., etc., will not always get the work done to the specification and standard you expect. This is often not because individuals are stupid, lazy or that they mean to deliberately mess up. they may merely have been distracted, or not absolutely understood, or not realized the urgency of the task, or it would even be that your instructions were not quite as clear as you thought they were. You will seemingly realize that individuals are rather more likely to try to do something if it is their plan, or they feel that they have what the business jargon calls 'ownership'. That will be as a result of they have seen a particular profit to the task being completed properly, for instance recognition within the company or perhaps an improved probability of promotion or bonus. As a leader or supervisor you are seldom ready to guarantee promotion or bonuses, however you can sure guarantee to recognize an individual once they have done well. Therefore, by enabling your colleagues to determine that benefit through your coaching can change you to assist them to possess that task. Coaching will usually be used to improve performance and even to introduce new information and skills, thus might be offered as an alternate to sending someone off on a training course.