The summary is:
1. The WILD Network coaching program provided leadership coaching to social entrepreneurs and intrapreneurs from May to December 2020 through 234 coaching sessions.
2. The program selected 11 social entrepreneurs, 19 intrapreneurs, and 24 organizations from 10 countries who were paired with 21 coaches from 9 countries.
3. A post-coaching survey found that 80% of clients said the program exceeded their expectations and that clients actively participated in over 5 coaching sessions on average.
The WILD Network's partners with EthicalCoach to deliver 1:1 pro-bono Leadership Coaching.
EthicalCoach is a bridge between world-class coaches and nonprofit organizations. Delivering resources and tools that build leadership capacity within nonprofits, enabling them to increase their impact and serve more people in need. Recognizing that these global challenges affect us all, EthicalCoach reaches around the world to engage coaches and non-profit, social impact and other related organizations.
In today’s resource constrained environment, it is more important than ever that people have the right skills, knowledge and opportunities to contribute to their fullest potential. And rather than putting pressure on the bottom line, coaching and mentoring can improve profitability, because people that have been coached and mentored effectively are more likely to grow, succeed, and achieve results.
The 8-step coaching model provides a framework for effective coaching discussions. The steps include: 1) being supportive to build trust and openness; 2) defining specific topics and needs by gathering both perspectives; 3) establishing the impact of current behaviors to create internal motivation for change; 4) initiating an action plan that is specific, measurable, achievable and time-bound by involving the coachee in developing it; and 5) getting a commitment to the plan from the coachee. Following these steps helps ensure coaching discussions are productive and result in real behavioral changes.
The document defines coaching as empowering others by unlocking their potential and helping them learn rather than teaching. Coaching draws out skills and talents within individuals to solve previously unsolvable problems. The underlying belief in coaching is that the coachee has the ability to effect positive changes when their knowledge and competence are drawn out through questioning and commitment to action. Coaching benefits organizations through improved financial and operational performance as well as developing executives and talent. Core coaching skills include rapport building, deep listening, effective questioning, insightful feedback, and focus on processes and results. The GROW model provides a framework for coaching conversations focused on goals, current reality, options, and commitment.
The document discusses developing an effective mentoring program, including defining the roles of mentors and mentees, the various stages a mentoring relationship progresses through, skills needed for mentoring, and tips for setting up a mentoring scheme. Mentoring can help with career development, psychosocial support, and organizational effectiveness when structured programs with goal-setting are implemented. Effective mentoring involves establishing trust, providing guidance and feedback, and supporting the mentee through career and personal growth.
Emotional Intelligence: is at the core of this process: This is about building self awareness and self belief in order to achieve your full potential and to be able to maximize your performance in all areas of your life.
Coaching generates Emotional Intelligence through an understanding of SELF.
Emotional awareness increases PEAK PERFORMANCE, which in turn increases bottom line profit.
This document outlines the objectives and rationale for a coaching session aimed at developing leadership skills. It defines coaching as a process focused on unlocking potential and maximizing performance through questioning, listening and establishing goals. The session explores different coaching models and gives participants opportunities to practice coaching skills and assess their own abilities.
The WILD Network's partners with EthicalCoach to deliver 1:1 pro-bono Leadership Coaching.
EthicalCoach is a bridge between world-class coaches and nonprofit organizations. Delivering resources and tools that build leadership capacity within nonprofits, enabling them to increase their impact and serve more people in need. Recognizing that these global challenges affect us all, EthicalCoach reaches around the world to engage coaches and non-profit, social impact and other related organizations.
In today’s resource constrained environment, it is more important than ever that people have the right skills, knowledge and opportunities to contribute to their fullest potential. And rather than putting pressure on the bottom line, coaching and mentoring can improve profitability, because people that have been coached and mentored effectively are more likely to grow, succeed, and achieve results.
The 8-step coaching model provides a framework for effective coaching discussions. The steps include: 1) being supportive to build trust and openness; 2) defining specific topics and needs by gathering both perspectives; 3) establishing the impact of current behaviors to create internal motivation for change; 4) initiating an action plan that is specific, measurable, achievable and time-bound by involving the coachee in developing it; and 5) getting a commitment to the plan from the coachee. Following these steps helps ensure coaching discussions are productive and result in real behavioral changes.
The document defines coaching as empowering others by unlocking their potential and helping them learn rather than teaching. Coaching draws out skills and talents within individuals to solve previously unsolvable problems. The underlying belief in coaching is that the coachee has the ability to effect positive changes when their knowledge and competence are drawn out through questioning and commitment to action. Coaching benefits organizations through improved financial and operational performance as well as developing executives and talent. Core coaching skills include rapport building, deep listening, effective questioning, insightful feedback, and focus on processes and results. The GROW model provides a framework for coaching conversations focused on goals, current reality, options, and commitment.
The document discusses developing an effective mentoring program, including defining the roles of mentors and mentees, the various stages a mentoring relationship progresses through, skills needed for mentoring, and tips for setting up a mentoring scheme. Mentoring can help with career development, psychosocial support, and organizational effectiveness when structured programs with goal-setting are implemented. Effective mentoring involves establishing trust, providing guidance and feedback, and supporting the mentee through career and personal growth.
Emotional Intelligence: is at the core of this process: This is about building self awareness and self belief in order to achieve your full potential and to be able to maximize your performance in all areas of your life.
Coaching generates Emotional Intelligence through an understanding of SELF.
Emotional awareness increases PEAK PERFORMANCE, which in turn increases bottom line profit.
This document outlines the objectives and rationale for a coaching session aimed at developing leadership skills. It defines coaching as a process focused on unlocking potential and maximizing performance through questioning, listening and establishing goals. The session explores different coaching models and gives participants opportunities to practice coaching skills and assess their own abilities.
Quest Leadership Coaching Value Propositionguest1230ec
The document provides information about Quest Leadership Coaching and their executive coaching services. They guarantee to increase client performance by at least 15% through coaching. Their coaching process includes assessments, setting goals and actions, weekly feedback, and measuring business impact. They use tools like the Winslow Dynamics assessment and teach strategies from books on leadership, business planning, and productivity.
The document outlines a course on coaching and mentoring. It includes:
- An introduction and outline of 5 course topics, including the purpose of coaching/mentoring, basic models and approaches, best practices, understanding personality types, and using vocal/visual techniques.
- Examples of notable mentorships in different fields like business, politics, entertainment and sports.
- Definitions of mentoring as a deliberate relationship intended to benefit both parties through guidance and support. Mentees are the students of mentors.
- How coaching involves sharing experiences to help employees achieve success and avoid mistakes through a caring, sympathetic approach.
Readalong slides used in the Inspired Leadership information session for potential partners, prospects and clients.
Get in touch: angela.del@inspiredleadership.world
Coaching and mentoring are development techniques that use one-on-one discussions to enhance skills and performance. Coaching focuses on teaching, motivating, and encouraging employees to achieve their goals, while mentoring is a relationship where a more experienced mentor provides career guidance to a protégé. Both provide benefits such as increased skills, promotions, and satisfaction for both parties. Effective coaching and mentoring require setting goals, providing feedback, and overcoming obstacles through open communication and planning.
Leadership Coaching with Michelle Clarke 2015Michelle Clarke
The document provides information about Michelle Clarke Coaching and leadership coaching. It defines coaching as a peer-to-peer relationship that is focused on the present and future potential through goal setting and accountability. It contrasts coaching with mentoring, therapy, and training. It then introduces Michelle Clarke as an executive coach with various qualifications and describes the types of clients and industries she has coached. Finally, it outlines what leadership coaching entails, focusing on areas like leadership brand, competencies, inner well-being, influence, collaboration and networking.
This document provides guidance on how to coach and develop others effectively. It discusses behaviors good coaches exhibit such as helping people understand themselves, facilitating goal setting, and providing encouragement. It also outlines behaviors coaches should avoid, like giving answers or imposing their own opinions. The document then reviews skills coaches need like asking thought-provoking questions, active listening, and motivating action. It introduces the G.R.O.W. model for structuring coaching conversations around setting goals, discussing reality, exploring options, and determining willingness. The coaching process involves building trust with the coachee, using the G.R.O.W. model, and following up to check on progress.
View the latest Coaching Supervision webinar presentation with Professor Peter Hawkins, a leading writer and practitioner in the use of coaching and coaching supervision and Christopher Smith, Managing Director of Bath Consultancy and an experienced coach, team coach and coaching supervisor.
During this session they explore 3 ways in which supervision can make a difference to:
•Coaching individuals with their teams and the organisation in mind
• Team coaching - maximising the value of the process for the wider business
• Your work as a practitioner in organisation development.
View the presentation to get the latest, leading edge thinking on the practice of systemic supervision.
Listen to the webinar here: http://www.bathconsultancygroup.com/what-we-do/coaching-supervision/coaching-supervision-webinar-recordings.shtml
This document discusses team building, dynamics, and management. It defines a team as a group mutually dependent on each other to achieve a common goal. Team building focuses on bringing out the best in a team through communication, leadership, problem solving, and working together. Successful teams have experienced members who can solve problems and provide feedback. Effective leadership provides clear expectations, tools for success, recognizes good work, and communicates progress. Team building techniques include growing employees and making them partners to achieve goals.
MISSION
Our mission is to create communities of courageous, kind, authentic leaders who inspire, encourage and bring out the best in others.
VISION
We are all born potential leaders. McDonald Inc wants to inspire, empower and create courageous conversations globally. We seek to foster courageous and kind leadership so that the people leave work smiling each day.
BRAND VALUE PROPOSITION
McDonald Inc develops the skills, confidence and leadership of middle and executive managers. They work with individual clients to develop their authentic leadership, gain recognition and promotion. Businesses and organisations who work with McDonald Inc have the added benefit of higher staff retention, improved performance through teamwork and an overall more profitable bottom line.
This document discusses the GROW model for coaching and the types of questions coaches should ask. It explains that there are two types of questions: problem-focused and solution-focused. Solution-focused questions are generally more useful for coaching. The GROW model involves asking questions related to goals, current realities, options for moving forward, and establishing a plan of action. Example questions for each element of the GROW model are provided. The document concludes by providing contact information for the certified coach and trainer, Sirirat Siriwan.
This document provides an overview of training courses offered by Jane Hirst to help individuals and teams develop their skills. The courses aim to be participative, interactive and fun while helping participants practice and retain skills for workplace application. Courses include topics such as leadership, change management, customer service, team performance, facilitation, and more. The training is tailored to meet specific organizational needs and can range from half-day to multi-day sessions.
5 Types of Modern Mentoring That Can Benefit Your OrganizationKatie Mouton
Modern mentoring goes beyond the traditional one-to-one mentoring model that has been adapted through the years. Traditional mentoring is still popular, but with the increasing number of millennials joining the workforce, organizations are beginning to include more contemporary forms of mentoring. These programs embrace a new approach where everyone is considered equal, rather than senior or junior, and the mentoring environments are more casual or even virtual.
In this webinar, we discussed 5 modern mentoring concepts that can facilitate learning within your organization that is more agile and allows for a larger possibility of knowledge sharing.
Flash Mentoring – How does it work?
Virtual Mentoring – What are the pros and cons?
Group Mentoring – Advantages and Disadvantages.
Reverse Mentoring- How to make this relationship successful.
Speed Mentoring- How is it beneficial?
Just as the top athletes depend on their coaches, so coaching can help even the best managers to improve their performance at work. Roderic Gray explains what coaching is and how it can help
RAGMA, Feljone G. Coaching and mentoringFeljone Ragma
The document discusses coaching and mentoring. It defines coaching as short-term and job-focused, while mentoring is long-term and can cross job boundaries. The roles of a coach include focusing on performance, having a specific agenda, and drawing influence from their position. A mentor's focus is on the individual, they act as a facilitator without an agenda, and draw influence from their perceived value. Both coaching and mentoring help individuals achieve their potential by facilitating exploration of needs, setting goals, and encouraging commitment to action and growth. Effective coaching and mentoring maintain an unconditional positive regard and ensure the relationship does not create dependencies.
This document provides summaries from participants in various Inspired Leadership programs, highlighting the positive impact the programs have had. The programs teach communication styles, listening skills, emotional intelligence, and other topics. Participants note seeing immediate results from applying small changes, like tailored communication approaches. They found value in self-awareness and feedback. The learning was described as meaningful within and outside of work.
This document discusses various coaching models that can be used in business coaching. It begins by explaining the importance of observation and listening skills for business coaches. It then outlines several coaching models that are explored in more detail later in the chapter, including nested-level models, four-quadrant models, circular models, and the U-process model. Finally, it distinguishes between coaching tools, which are used directly in conversations, and techniques, which are the skills used to apply the tools.
Effective managers must:
1. Know what is happening in their organization and sector to make informed decisions.
2. Establish clear goals and direction for employees that fit into an overall plan.
3. Make timely decisions while consulting staff to earn credibility.
The document provides advice for managing different types of less-than-ideal bosses. It suggests being proactive in communication, maintaining a positive mindset, seeking outside perspectives, focusing on opportunities difficult bosses present, and giving feedback to help bosses improve. Specific tips include over-communicating with multiple bosses, understanding what a boss values before pushing back, offering to take on tasks to mitigate issues, and giving feedback using a framework with constructive suggestions. The overall message is that with the right approach, even challenging boss situations can be navigated effectively.
The document provides an overview of mentoring and coaching skills training. It defines mentoring as a long-term relationship focused on career development, while defining coaching as short-term and focused on specific goals. The training covers best practices for mentoring including the roles of mentors and mentees. It also outlines performance-based and skills-based coaching processes. These include diagnosing issues, setting goals, demonstrating tasks, and providing feedback. The document differentiates mentoring and coaching to clarify their distinct purposes and approaches.
Mentoring involves a developmental partnership where one person shares knowledge and perspective to foster the personal and professional growth of another. Mentoring relationships exist in many contexts like hospitals, universities, schools, corporations, and non-profits. Studies show mentoring improves employee retention, leadership skills, career advancement and job satisfaction for both mentors and protégés. It also benefits organizations by developing leadership, sharing knowledge, and aligning employees with business goals. Effective mentoring programs set clear goals, gain leadership support, hold leaders accountable, and measure outcomes.
Quest Leadership Coaching Value Propositionguest1230ec
The document provides information about Quest Leadership Coaching and their executive coaching services. They guarantee to increase client performance by at least 15% through coaching. Their coaching process includes assessments, setting goals and actions, weekly feedback, and measuring business impact. They use tools like the Winslow Dynamics assessment and teach strategies from books on leadership, business planning, and productivity.
The document outlines a course on coaching and mentoring. It includes:
- An introduction and outline of 5 course topics, including the purpose of coaching/mentoring, basic models and approaches, best practices, understanding personality types, and using vocal/visual techniques.
- Examples of notable mentorships in different fields like business, politics, entertainment and sports.
- Definitions of mentoring as a deliberate relationship intended to benefit both parties through guidance and support. Mentees are the students of mentors.
- How coaching involves sharing experiences to help employees achieve success and avoid mistakes through a caring, sympathetic approach.
Readalong slides used in the Inspired Leadership information session for potential partners, prospects and clients.
Get in touch: angela.del@inspiredleadership.world
Coaching and mentoring are development techniques that use one-on-one discussions to enhance skills and performance. Coaching focuses on teaching, motivating, and encouraging employees to achieve their goals, while mentoring is a relationship where a more experienced mentor provides career guidance to a protégé. Both provide benefits such as increased skills, promotions, and satisfaction for both parties. Effective coaching and mentoring require setting goals, providing feedback, and overcoming obstacles through open communication and planning.
Leadership Coaching with Michelle Clarke 2015Michelle Clarke
The document provides information about Michelle Clarke Coaching and leadership coaching. It defines coaching as a peer-to-peer relationship that is focused on the present and future potential through goal setting and accountability. It contrasts coaching with mentoring, therapy, and training. It then introduces Michelle Clarke as an executive coach with various qualifications and describes the types of clients and industries she has coached. Finally, it outlines what leadership coaching entails, focusing on areas like leadership brand, competencies, inner well-being, influence, collaboration and networking.
This document provides guidance on how to coach and develop others effectively. It discusses behaviors good coaches exhibit such as helping people understand themselves, facilitating goal setting, and providing encouragement. It also outlines behaviors coaches should avoid, like giving answers or imposing their own opinions. The document then reviews skills coaches need like asking thought-provoking questions, active listening, and motivating action. It introduces the G.R.O.W. model for structuring coaching conversations around setting goals, discussing reality, exploring options, and determining willingness. The coaching process involves building trust with the coachee, using the G.R.O.W. model, and following up to check on progress.
View the latest Coaching Supervision webinar presentation with Professor Peter Hawkins, a leading writer and practitioner in the use of coaching and coaching supervision and Christopher Smith, Managing Director of Bath Consultancy and an experienced coach, team coach and coaching supervisor.
During this session they explore 3 ways in which supervision can make a difference to:
•Coaching individuals with their teams and the organisation in mind
• Team coaching - maximising the value of the process for the wider business
• Your work as a practitioner in organisation development.
View the presentation to get the latest, leading edge thinking on the practice of systemic supervision.
Listen to the webinar here: http://www.bathconsultancygroup.com/what-we-do/coaching-supervision/coaching-supervision-webinar-recordings.shtml
This document discusses team building, dynamics, and management. It defines a team as a group mutually dependent on each other to achieve a common goal. Team building focuses on bringing out the best in a team through communication, leadership, problem solving, and working together. Successful teams have experienced members who can solve problems and provide feedback. Effective leadership provides clear expectations, tools for success, recognizes good work, and communicates progress. Team building techniques include growing employees and making them partners to achieve goals.
MISSION
Our mission is to create communities of courageous, kind, authentic leaders who inspire, encourage and bring out the best in others.
VISION
We are all born potential leaders. McDonald Inc wants to inspire, empower and create courageous conversations globally. We seek to foster courageous and kind leadership so that the people leave work smiling each day.
BRAND VALUE PROPOSITION
McDonald Inc develops the skills, confidence and leadership of middle and executive managers. They work with individual clients to develop their authentic leadership, gain recognition and promotion. Businesses and organisations who work with McDonald Inc have the added benefit of higher staff retention, improved performance through teamwork and an overall more profitable bottom line.
This document discusses the GROW model for coaching and the types of questions coaches should ask. It explains that there are two types of questions: problem-focused and solution-focused. Solution-focused questions are generally more useful for coaching. The GROW model involves asking questions related to goals, current realities, options for moving forward, and establishing a plan of action. Example questions for each element of the GROW model are provided. The document concludes by providing contact information for the certified coach and trainer, Sirirat Siriwan.
This document provides an overview of training courses offered by Jane Hirst to help individuals and teams develop their skills. The courses aim to be participative, interactive and fun while helping participants practice and retain skills for workplace application. Courses include topics such as leadership, change management, customer service, team performance, facilitation, and more. The training is tailored to meet specific organizational needs and can range from half-day to multi-day sessions.
5 Types of Modern Mentoring That Can Benefit Your OrganizationKatie Mouton
Modern mentoring goes beyond the traditional one-to-one mentoring model that has been adapted through the years. Traditional mentoring is still popular, but with the increasing number of millennials joining the workforce, organizations are beginning to include more contemporary forms of mentoring. These programs embrace a new approach where everyone is considered equal, rather than senior or junior, and the mentoring environments are more casual or even virtual.
In this webinar, we discussed 5 modern mentoring concepts that can facilitate learning within your organization that is more agile and allows for a larger possibility of knowledge sharing.
Flash Mentoring – How does it work?
Virtual Mentoring – What are the pros and cons?
Group Mentoring – Advantages and Disadvantages.
Reverse Mentoring- How to make this relationship successful.
Speed Mentoring- How is it beneficial?
Just as the top athletes depend on their coaches, so coaching can help even the best managers to improve their performance at work. Roderic Gray explains what coaching is and how it can help
RAGMA, Feljone G. Coaching and mentoringFeljone Ragma
The document discusses coaching and mentoring. It defines coaching as short-term and job-focused, while mentoring is long-term and can cross job boundaries. The roles of a coach include focusing on performance, having a specific agenda, and drawing influence from their position. A mentor's focus is on the individual, they act as a facilitator without an agenda, and draw influence from their perceived value. Both coaching and mentoring help individuals achieve their potential by facilitating exploration of needs, setting goals, and encouraging commitment to action and growth. Effective coaching and mentoring maintain an unconditional positive regard and ensure the relationship does not create dependencies.
This document provides summaries from participants in various Inspired Leadership programs, highlighting the positive impact the programs have had. The programs teach communication styles, listening skills, emotional intelligence, and other topics. Participants note seeing immediate results from applying small changes, like tailored communication approaches. They found value in self-awareness and feedback. The learning was described as meaningful within and outside of work.
This document discusses various coaching models that can be used in business coaching. It begins by explaining the importance of observation and listening skills for business coaches. It then outlines several coaching models that are explored in more detail later in the chapter, including nested-level models, four-quadrant models, circular models, and the U-process model. Finally, it distinguishes between coaching tools, which are used directly in conversations, and techniques, which are the skills used to apply the tools.
Effective managers must:
1. Know what is happening in their organization and sector to make informed decisions.
2. Establish clear goals and direction for employees that fit into an overall plan.
3. Make timely decisions while consulting staff to earn credibility.
The document provides advice for managing different types of less-than-ideal bosses. It suggests being proactive in communication, maintaining a positive mindset, seeking outside perspectives, focusing on opportunities difficult bosses present, and giving feedback to help bosses improve. Specific tips include over-communicating with multiple bosses, understanding what a boss values before pushing back, offering to take on tasks to mitigate issues, and giving feedback using a framework with constructive suggestions. The overall message is that with the right approach, even challenging boss situations can be navigated effectively.
The document provides an overview of mentoring and coaching skills training. It defines mentoring as a long-term relationship focused on career development, while defining coaching as short-term and focused on specific goals. The training covers best practices for mentoring including the roles of mentors and mentees. It also outlines performance-based and skills-based coaching processes. These include diagnosing issues, setting goals, demonstrating tasks, and providing feedback. The document differentiates mentoring and coaching to clarify their distinct purposes and approaches.
Mentoring involves a developmental partnership where one person shares knowledge and perspective to foster the personal and professional growth of another. Mentoring relationships exist in many contexts like hospitals, universities, schools, corporations, and non-profits. Studies show mentoring improves employee retention, leadership skills, career advancement and job satisfaction for both mentors and protégés. It also benefits organizations by developing leadership, sharing knowledge, and aligning employees with business goals. Effective mentoring programs set clear goals, gain leadership support, hold leaders accountable, and measure outcomes.
1) Mentoring involves an experienced person assisting and advising a less experienced person, based on a Greek mythological origin. A mentor guides a protégé in their career and development outside a normal work relationship.
2) When selecting mentors, organizations should choose individuals with knowledge and a positive attitude who are respected within the organization and can influence others positively.
3) A good mentoring program matches mentors and protégés, sets clear goals, and provides guidelines for the relationship and assessment of the program's success over time. Regular review of matches and mentor/protégé feedback is important.
The document discusses lessons learned and best practices for developing mentoring programmes for women based on UK experience. It provides an overview of the mentoring process, including establishing rapport between mentors and mentees, setting direction, making progress, and moving on from the relationship. It also discusses phases of the mentoring relationship cycle and flexibility in programme structure. Recommendations include considering longer relationships, meeting venues, grassroots management, and recognition of mentors' contributions.
COACHING TAKES YOU FROM “HOW TO WOW”
You aspire to achieve specific goals and fulfil your dreams. But working towards goal is not that easy, as you may encounter several how, where, why, when, whom, which etc. questions en-route to success. The inspiration to find solution of these hurdles, odds and rough patches are available through Coaching. The down times can get really down and dishearten you.
Setbacks and disappointments are an integral part of life and there is no escaping them. While you cannot change your circumstances or bypass the hurdles, you can brace yourself up against the difficult times by maintaining a positive & constructive frame of mind and then determine to keep you going against all odds.
When the going gets tough and you are overwhelmed by the rough times, all you need is Coaching to encourage and keep you going. The showcase to inspire the winner in you will do, by unchaining your real potential. Coaching stimuli will lift up your spirits, make you feel high-n-confident and put you back on right action track.
Teach coach train: Tips & Technics by ITF #102 Patrick KNIGHTFreelance
This book was written by most outstanding trainers of JCI worldwide. They shared their own coaching technics and tips. This was an inititative coming from ITF #102 Patrick KNIGHT Former JCI Training Chairperson
Katrice Bottoms
Grand Canyon University- LDR- 612
2/21/2018
Self-Reflection Log
During your coaching and mentoring experience, you are required to complete a self-reflection log of your experiences and obstacles. This log will be a helpful component to evaluating and modifying the overall coaching/mentoring experience. Please respond to each response with a minimum of 100 words.
Topic 1:
1. Describe how you will use your personal qualities to contribute to your coaching or mentoring abilities. Some of my personal qualities I will contribute to coaching or mentoring my mentee are communication, approachability, compassion, fairness, ability to listen. These qualities will help me and my mentee establish a relationship where my mentee will be able to approach me with any situation or problem she might have knowing I will not judge her but assist her in any way I can in helping her achieve her goals. The desire to succeed can be overwhelming for a senior in high school; dealing with peer pressure; and the feeling of leaving to go off to college.
2. How do these qualities serve as a value to your mentee? These qualities will serve as a value to my mentee as she progress through her senior year and hopefully she will see my qualities and adapt them as her own and utilize them throughout her life. As I communicate with my mentee I will be clear of the things that was taught to me from my mentor. I will make my mentee feel comfortable approaching me for advice and consultation. I want my mentee to feel comfortable approaching me with any situation, being open with your mentor brings value to your mentee mentor relationship.
3. How do you establish trust with your family? With your friends? With your coworkers? Is this an important factor to establish in the mentor/mentee relationship? Trust is a funny word it takes a lot for me to trust my family, associates, and co-workers. I work with a certain level of trust in each situation, with my family you need to be loyal to me in order for me to trust you, I do not have any friends, I have associates to establish trust with me through this bunch it is not reachable. With my co –workers trust is gained through me in an ethical way at work. For example, if a co-worker sees another co-worker violating a safety rule and do not report it, to me I cannot trust that co-worker.
Topic 2:
1. What personal qualities do you prefer in those individuals you seek to coach or mentor? Are there different qualities more suitable for coaching than mentoring or the vice-versa?
The personal qualities I prefer in my mentee is commitment my mentee needs to be a full partner in the mentoring or coaching process; flexibility in a mentee and mentor relationship it takes time to develop so there needs to be two way communication, I will need my mentee to listen and consider new options; openness I will need my mentee to know he/she can discuss their needs and objectives. My mentee will also need to list ...
Faith based team mentoring training cdDenis Rigdon
The document provides guidance for faith-based team mentoring. It outlines the roles of an administrator, primary mentor, special events coordinator and financial planner on the mentoring team. It discusses preparing for mentoring through prayer, establishing boundaries, and focusing on developing the participant's relationship with God and movement toward self-reliance. The document also covers addressing obstacles, the stages of mentoring, and the importance of focusing on building relationships and moving the participant toward dignity and responsibility.
Rejoiss is a workplace collaboration specialist firm that enhances collaboration among participants. It aims to help others contribute to each other's success through enhanced connection. Lack of connection creates silos where resources are spent on bridging gaps rather than growth.
Rejoiss's core approach is called "Priceless Contribution" where participants work to enable the success, joy and peace of others without compromising their own. This increases genuine concern for others and has a multiplier effect as contributions are returned and paid forward.
The Rejoiss program exposes participants to Priceless Contribution for over 100 days through exercises, videos and discussions to develop willingness. Program outcomes include higher collaboration, enhanced connectivity, a win-win environment and
The document summarizes a leadership career strategy program designed to develop leadership capabilities in the legal industry. The 12-month program helps leaders gain confidence in their abilities through workshops, guest speakers, mentoring and reflection. It covers technical skills, leadership skills, communication, managing teams, and creating a leadership development plan. The program is personalized and aims to help leaders realize their potential.
This document provides an overview of coaching in the nonprofit sector. It defines coaching as a confidential process where a coach provides customized support to nonprofit leaders over a limited period of time to help them make conscious decisions and take actions that will help their organizations succeed. Coaching is presented as a way to increase self-awareness and management skills for nonprofit leaders, as well as provide a safe space for reflection. While still emerging, coaching is seen as an effective tool for leadership development that can contribute to both individual leader growth and organizational success when implemented strategically.
The document provides an overview of Think Talent Services' executive coaching model called NEWS. NEWS stands for a development framework that covers Why, Where to, How, and Why Not to help executives broaden their self-understanding, develop in identified areas, and build a coaching culture. The coaching process involves a questionnaire, 3-way meetings, 8-10 sessions over 6-8 months using tools like the 12 Box matrix and Greatness Model. Think Talent promotes the globally tested NEWS method and has alliances in over 40 countries. Customers praise how NEWS helped them clarify career direction and break emotional baggage through its structured yet flexible approach.
Mentoring Programs within OrganizationsTammy Clarke
The document discusses mentoring programs and their benefits for employee retention, succession planning, and skill development. It describes how mentoring allows senior employees to pass on knowledge and expertise to younger employees. The author provides details on the structure of effective mentoring programs, including the five stages of goal setting, initiation, cultivation, separation, and redefinition. The document also gives an example of the mentoring program implemented by Cox Enterprises, where the author participated. The mentoring program helped develop leadership skills and pass on the unique culture of the organization.
The document describes the services provided by Equanimity Executive, a global coaching and training firm. It aims to empower individuals, enhance experiences, and enrich lives and organizational culture. The firm uses assessments and proven processes like its ACE IT method to customize coaching programs for clients' needs. This allows clients to achieve personal and professional fulfillment while meeting individual and organizational goals. The document shares client testimonials praising the positive impacts on goals, relationships, mindset, and productivity. It also provides examples of how the firm has helped organizations overcome communication challenges and supported the success of expatriate employees through cultural training and executive coaching.
Executive coaching, Corporate training & Leadership Development Alexandre Navarro
The document provides information about Equanimity Executive, a global coaching and training practice that aims to empower people, enhance experiences, and enrich lives and organizational culture. It discusses Equanimity Executive's ACE IT process for change, executive coaching services, leadership development programs, assessments used, and benefits clients have experienced. The company offers customized solutions to fit individual and organizational needs to help clients reach their full potential and achieve goals. Testimonials from satisfied clients are provided praising the training and coaching received.
The document provides information about Equanimity Executive, a global coaching and training practice that aims to empower people, enhance experiences, and enrich lives and organizational culture. It discusses Equanimity Executive's ACE IT process for change, executive coaching services, leadership development programs, assessments, and customized training offerings. The document also shares client testimonials and case studies on improving communication in an organization and supporting an expatriate leader's transition to increase his success.
The document summarizes lessons learned from past mentoring programmes for women in the UK. It discusses the mentoring process, including establishing rapport, setting direction, making progress, and moving on. It provides suggestions for developing mentoring schemes, such as considering longer relationships, flexible paperwork, and using external facilitators. The document also describes matching mentors and mentees, evaluating outcomes, and examples of skills training for mentors like listening, feedback, and suspending judgement.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
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In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
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The WILD Network - Results Presentation
1. WILD Network - Cohort #1
May - December 2020
Results Presentation
March 2021
2. Pro-Bono Coaching Program Cohort #1
leadership coaching is a key component for social innovators to achieve
their maximum social impact, without burning out.
Applications Open:
March 30 to April 19, 2020
Program Design:
May 2020 to December 2020
● Intro Session - contracting, identify
key issues
● Coaching (2x month)
● Closing Session - celebrate
accomplishments & go-forward strategies
Global Development Clients Selected:
● 11 Social Entrepreneurs
● 19 Intrapreneurs
● 24 different organizations
● 10 countries
Coaches Selected:
● 21 professional coaches
● 9 countries
3. Coaching Results Snapshot
Cohort #1
Clients actively
participated in 5+
coaching sessions
Hours of coaching
through 234 coaching
sessions
Post-coaching
surveys completed (30
pre-coaching surveys
completed)
Clients said the
program exceeded
their expectations
21
260
28 80%
4. Change Model and Short-Term Success
Root Causes Need
Resources &
Activities
Implementation
Outcomes
Mechanisms of
Change
Outcomes
Passion for cause
Lack of resources
Lack of buy-in from key
stakeholders
Lack of sustainable
solutions from larger
institutions
Burnout
Inability to scale impact
Inability to institute long
term impact
Inability to delegate
Diminishing opportunities
Coaching with a focus on
developing:
Emotional regulation
Energy
Influence
Productivity
Increased self- awareness
among leaders
Increased energy
Increased resilience
Stronger emotional
regulation
More influence
More productivity
Better emotional regulation
allows for resilience in the
face of challenges
More energy
Leads to more
opportunities being
captured and stronger
cultures
More influence leads to
more strategic buy-in at
relevant levels
More productivity
ultimately leads to more
efficiencies
Improved fundraising
outcomes
Strategic buy-in from
board and employees
Reduce burnout
Sustainable solutions that
can be active in the
community over the longer
term
5. Main Focus of Coaching
Coaches selected top area and clients could multi-select
6. Journey of Leadership Development Never Ends
Transformational shifts during 6 month coaching engagement
1. They improved their relationship to feedback. “[I have a] greater ability to put myself in someone else's shoes and see it from
their perspective...an enhanced focus on listening.”
2. They built relationships more strategically. For one leader, the biggest shift was that they started “achieving goals around
increased engagement at higher strategic levels” and “increased impact and recognition.”
3. They focused on developing talent. For one of our leaders, they “designed and started implementing staff mentorship
programs as part of the organization culture”, while acquiring new funding and partnerships to accelerate their upward trajectory.
4. They delegated to the benefit of their mission. “That confidence in myself and confidence in my supervisees can have
exponential impact. Taking a coaching approach to others frees me from "doing" to ‘leading’.”
5. They showed up as leaders.“I understand and practice the meaning of bringing my chair to the table and make sure I make the
best use of my space at the table.”
7. Coaching had an Impact
journey of leadership development is constantly evolving
1. Career Development. “Two new projects and got into a World Bank supported accelerator program.” and another indicated “I am
able to grow my staff and be more strategic in my approach to my job.”
2. Fundraising. For one leader, they shared “I’ve raised more funds” while another “continued to source grant funding and also
potential investors, which has been a key activity in advancing the work that we are doing in the organization.”
3. Organizational Growth. “We are now growing very quickly and it is the most exciting time ever!”
4. Internal Influence. “Better able to influence internal decision making to keep it focused on mission.”
8. Pam Muthuuri
This was my first coaching experience and I did not know what to expect.
The coach informed me the sessions were about me and would be driven by
content generated by me, this made me very apprehensive that some
sessions would be filled with silence.
Six months later, there was no moment of silence, in-fact each session went
by so quickly. I have gained tremendously from these coaching sessions. The
sessions provided me with the opportunity to gain insights about myself,
on things that drive me and those that hold me back, recognize and
appreciate successes achieved thus far. Resources shared by the coach,
have introduced me to critical leadership skills and management techniques
that will aid in not only my personal growth but in strategically moving the
company forward.
Thank you WILD and EthicalCoach for this opportunity.
Founder, Global Integrated Innovations
9. Dr. Roopa Dhatt
Working with a professional coach assisted me in
approaching challenges through an organizational focus.
These coaching conversations were less about fixing the
individual and more about fixing the systems,
surroundings for women leaders to thrive. Shifting my
leadership mindset to frame everything from what is the
best for the organization to how things are linked to
organizational culture.
Co-Founder & Executive Director, Women in Global Health
10. Ellen Yount
My coaching experience far exceeded my expectations.
Somehow I made it to this point in my career without proper
coaching, but this experience provided me with an
extremely supportive AND constructive environment in
which to step back, assess, reflect on the tough
questions posed and carve out time for thinking from a
360 degree perspective! I also feel very fortunate to have
been matched with a true professional coach. Highly
recommend!
Vice President, MSI, A Tetra Tech Company
11. Cathi Rodgveller M.S. Ed.
Cindy Biggs is the best coach I can imagine ever having. She is extremely
knowledgeable, as well as kind and empathic. She cares deeply about
providing support as well as helping me grow as a leader and a person. She
has a lot of experience in leadership herself which helped me understand
myself as a leader. She also taught me a great deal about how to help
support my staff to grow in their strengths, and how to support them in
their roles. She also encouraged me to believe in myself, and how I lead.
I care deeply about my staff and want them to feel their best. She
encouraged me to continue to support their self care as well as my own. She
is the best coach ever!
CEO / Founder, IGNITE Worldwide
12. Maxine Griffin Somerville, MPA, SPHR, SHRM-SCP
When I applied to be a part of the coaching program, I didn’t know
what to expect going in. My coach equipped me with tools to better
delegate and manage those things that take away my attention
from being a strategic leader. I now block focus time each day and
fiercely defend it when someone tries to schedule over that time. I feel I
have experienced coaching in a way that I had never experienced
before. There were sessions when I was very uncomfortable, but
never did make that discomfort impossible and challenging to see
through. For that, I am grateful.
Vice President, Human Resources, Engendered Health
13. Facia Nyamu
I have been able to review the Woven Link Africa systems and structures pertaining to
communication, risk management and harnessing leadership. I am not only happy with the coaching
process that has further elevated my analytical skills; but also I have a better understanding of
my leadership role in relation to the organisation’s growth and self improvement.
The two key things that have enabled me achieve my coaching goals are:
1. Firstly, the Coach is very professional, insightful and at the same time serene and pleasant.
2. Secondly, Consistency, Resilience, Innovation and Focus have been my success indicators
and will be the future success indicators.
The coaching program has been a great support during the COVID-19 pandemic disruption, not only
for me as a leader, but also an opportunity to support my team, continuously review our strategy and
offering.
I do highly recommend women in leadership to enroll in the WILD Network and EthicalCoach
pro-bono leadership coaching program.
Woven Link Africa, CEO & Senior Consultant (Skills Development Expert)
14. Jenn Williamson
ACDI/VOCA
This experience really helped me reflect on my leadership style
and values, deepen my communication and management skills,
and identify productive pathways toward achieving my
professional development and management goals.
Initially, I did not think the coaching sessions would be the path to solving
and strengthening my leadership approaches to a greater extent, I have
realized not, and luckily I had a great coach, a great match to my needs, I
got lot from her! I highly recommend colleagues to register for the program.
It is awesome to me!
Ms Prudence Masako
EngenderHealth Tanzania
15. Amneh Shaikh
CEO, Polly and other Stories
Having a coach, especially during a global pandemic, was really
critical to maintaining focus on my goals. Offering a safe
space to go and talk through issues and receive unbiased
feedback and guidance.
Since beginning my coaching with Joan, she has been an exemplary
leadership coach. She exhibits a unique sense of interest in my life and
her insights and direction are always on target. I felt very supported and
championed in the attainment of my leadership goals. She has been a
vital resource to me and I look forward to our continuing relationship.
Lana Woolf
Co-Director, Edge Effect
16. Coaching Impact
Seeking Financial Return on the Investion (ROI) of Coaching
ROI tells us how much value (quantified in dollars) we got back
from the money that we put in.
To calculate it, you divide the benefit produced by an investment by the initial cost of the
investment. It’s then expressed as a percentage or ratio.
Energy Influence
Emotional
Regulation
Productivity
17. Calculating ROI
ROI =
Current Value of Investment - Cost of Investment
Cost of Investment
● Hourly time factors calculated 80% returned productive time and 20% unproductive time
● 48 weeks of ROI (24 weeks during coaching and 24 weeks post-coaching)
● Investment cost an expense for employees to participate in coaching when they could otherwise be working productively in their
assigned roles.
● The hourly rate for employee time was converted to USD, for those not paid in USD.
● The average hourly rate for coaches time factors in variability in global rates, where $125 USD was used for coaching time and
$75 USD was used for any additional meetings.
Assumptions made in benefit calculation
18. Coaching ROI Cohort #1
Including an estimated hourly rate of the coaches that
volunteered their time for the program:
Removing coaches' hourly rate because
they contributed their time:
ROI =
$217,644.52 - $63,732.06
$63,732.06 ROI =
$217,644.52 - $20,185.81
$20,185.81
ROI increases to 978%
leader performance improved 241%,
based on the indicators we measured
Journey of Leadership Development Never Ends
19. Quality of the Coaching Program
positive responses from clients
20. Coaches Feedback
choosing EthicalCoach for pro-bono coaching
Great community, impact focused, well planned and executed,
feels like we're very high-fidelity to the coaching model and competencies
1. Quality of Clients. For one of our coaches, they shared “EthicalCoach connects you with individuals who are working for social
change and impact. It is very rewarding to support them in their growth journey as leaders.”
2. Global Reach. “The opportunity to work with clients anywhere in the world.”
3. Making an Impact. “It is a powerful way of giving back; supporting individuals, who are making a social impact and would
not be able to afford coaching, to grow and become better leaders is very rewarding.”
4. Project Management. “Well organised, professional, committed to high standards, and inclusive.”
22. 241% ROI with Cohort #1
Thanks to the pro-bono time from coaches, ROI increases to 978%
INVESTMENT MEASURES INVESTMENT COSTS RETURN MEASURES ESTIMATED RETURN
OPTION # 1 OPTION #2 Energy $3,153.08
Coaching Fees $34,396.25 --- Influence $765.64
Time Investment (coaches) $9,150.00 --- Emotional Regulation $708.39
Time Investment (clients) $12,998.31 $12,998.31 Productivity -$92.84
Program Management $7,187.50 $7,187.50 Weekly Return Value $4,534.26
Calculated # of weeks of program benefit x 48
Total Investment $63,732.06 $20,185.81 Total Return Value $217,644.52
INVESTMENT RETURN
23. Cohort #1
Return Values Measures
Emotional Regulation Energy Influence Productivity
If something doesn’t go my
way I feel as if the weight of
the world is on my shoulders.
I start and end my day as
excited as ever about being a
social entrepreneur/global
development professional.
I believe I can successfully
influence the resources I need
to grow my business/mission.
Weekly, how much productive
time do you estimate you
gained as a result of working
with a coach and taking the
actions you committed to put
into practice?
I easily get emotional and feel
fragile.
I have all the energy I need
everyday to propel my
business/mission forward.
Growing a social
enterprise/impacting in the
global development sector is
much more challenging than I
expected.
I see everything most days as
a frustrating challenge.
I am as creative as I want to
be everyday.
I feel disillusioned and angry
much of the time.