Coaching

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Research shows that coaching is currently the most effective strategy for customized, relevant, and focused support for educators. A coach works alongside a client over a period of time helping to create a vision and plan of action and then works with the client until both are successfully implemented or achieved. Unlike consulting, coaching allows for ongoing, embedded support at a school or other institution.

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In an early article on coaching, Evered and Selman spoke about the origin of the word "coach" in the following way: “The word coach was first used in the modern sense of a sports coach in the 1889's, referring specifically to one who trained a team of athletes to win a boat race. Beginning in the 1840’s, the word coach was used colloquially at Oxford University to refer to a private versus a university tutor who prepared a student for an examination. But the very first use of the word coach in English occurred in the 1500's to refer to a particular kind of carriage. It still does. Hence the root meaning of the verb "to coach": to convey a valued person from where he or she is to where he or she wants or needs to be (Evered & Selman, 1989, ''Coaching and the art of management''. Organizational Dynamics, 12(5), 16 -30.p. 16).

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How is a coach different from a consultant? A consultant usually is a specialist in a given area. They are hired to give advice and provide solutions. A consultant usually works with a client to solve a particular problem. Once the problem is solved, the consultant leaves. Coaching uses a more holistic approach. Working alongside the client over a period of time, the coach has a clear focus, examines the current situation, creates a vision and plan of action, and works side by side with the client until both are successfully implemented or achieved.

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Here are common examples used to explain the differences between consulting, mentoring, and coaching. If you wanted to learn how to ride a bike, the…

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• Consultant would bring you a bicycle manual and tell you everything you ever wanted to know about the workings of a bicycle. The consultant would then depart and return six months later to see how you were doing.

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• Mentor would share their experiences of bike riding and the lessons that they had learned. The mentor would bestow all the wisdom they had about bicycle riding to you.

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• Coach would help you get up on the bicycle and then inform, encourage, endorse, acknowledge, and support you while running alongside until you felt comfortable enough to go it alone.

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Many coaching models focus on action, results, and performance. This is transactional coaching. While performance and results are important, they don’t yield lasting individual or organizational change.

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The most effective coaching models add a transformational component, which means that coaching also focuses on client thinking and understanding.

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Experienced together, transactional and transformational coaching yield dynamic results and create opportunities for lasting individual and organizational change.

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To be a successful coach, one must be able to:

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* Ask empowering questions and listen

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* Set goals

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* Clarify the current situation

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* Provide useful feedback.

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 Research shows that coaching is currently the most effective strategy for customized, relevant, and focused support for educators. A coach works alongside a client over a period of time helping to create a vision and plan of action and then works with the client until both are successfully implemented or achieved. Unlike consulting, coaching allows for ongoing, embedded support at a school or other institution.
+In an early article on coaching, Evered and Selman spoke about the origin of the word "coach" in the following way: “The word coach was first used in the modern sense of a sports coach in the 1889's, referring specifically to one who trained a team of athletes to win a boat race.  Beginning in the 1840’s, the word coach was used colloquially at Oxford University to refer to a private versus a university tutor who prepared a student for an examination. But the very first use of the word coach  in English occurred in the 1500's to refer to a particular kind of carriage.  It still does.  Hence the root meaning of the verb "to coach": to convey a valued person from where he or she is to where he or she wants or needs to be (Evered & Selman, 1989, ''Coaching and the art of management''. Organizational Dynamics, 12(5), 16 -30.p. 16).
+How is a coach different from a consultant?  A consultant usually is a specialist in a given area. They are hired to give advice and provide solutions. A consultant usually works with a client to solve a particular problem. Once the problem is solved, the consultant leaves.  Coaching uses a more holistic approach. Working alongside the client over a period of time, the coach has a clear focus, examines the current situation, creates a vision and plan of action, and works side by side with the client until both are successfully implemented or achieved.
+Here are common examples used to explain the differences between consulting, mentoring, and coaching.  If you wanted to learn how to ride a bike, the…
+• Consultant would bring you a bicycle manual and tell you everything you ever wanted to know about the workings of a bicycle. The consultant would then depart and return six months later to see how you were doing.
+• Mentor would share their experiences of bike riding and the lessons that they had learned. The mentor would bestow all the wisdom they had about bicycle riding to you.
+• Coach would help you get up on the bicycle and then inform, encourage, endorse, acknowledge, and support you while running alongside until you felt comfortable enough to go it alone.
+Many coaching models focus on action, results, and performance.  This is transactional coaching.  While performance and results are important, they don’t yield lasting individual or organizational change.
+The most effective coaching models add a transformational component, which means that coaching also focuses on client thinking and understanding.
+Experienced together, transactional and transformational coaching yield dynamic results and create opportunities for lasting individual and organizational change.
+To be a successful coach, one must be able to:
+* Ask empowering questions and listen
+* Set goals
+* Clarify the current situation
+* Provide useful feedback.