Organisational development, changes brought about by mergers and acquisitions as well as the need to provide key employees with support through a change of role or career are often catalysts, which inspire companies to seek coaching or mentoring.
At one time coaching and mentoring were reserved for senior managers and company directors, now it is available to all as a professional or personal development tool. Coaching and mentoring are also closely linked with organisational change initiatives in order to help staff to accept and adapt to changes in a manner consistent with their personal values and goals.
Coaching & mentoring, both of which focus on the individual, can enhance morale, motivation and productivity and reduce staff turnover as individuals feel valued and connected with both small and large organisational changes. This role may be provided by internal coaches or mentors and, increasingly, by professional coaching agencies.
Coaching and mentoring programmes generally prove to be popular amongst employees as coaching achieves a balance between fulfilling organisational goals and objectives whilst taking into account the personal development needs of individual employees. It is a two-way relationship with both the organisation and the employee gaining significant benefits.
There is also an increasing trend for individuals to take greater responsibility for their personal & professional development and even those who are employed in large organisations are no longer relying on employers to provide them with all or their career development needs. There has been an increase in the number of individuals contracting coaches and mentors on a private basis. Some are looking for a career change, but many are also seeking to maximise their potential with an existing employer or achieve greater balance with their work and home lives.
TWP can provide tailored Coaching and Mentoring services to Clients that will encapsulate the core elements for successful measurement and effectiveness
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We will facilitate the exploration of needs, motivations, desires, skills and thought processes to assist the individual in making real, lasting change.
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Use questioning techniques to facilitate client's own thought processes in order to identify solutions and actions rather than takes a wholly directive approach
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Support the client in setting appropriate goals and methods of assessing progress in relation to these goals
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Observe, listen and ask questions to understand the client's situation
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Creatively apply tools and techniques which may include one-to-one training, facilitating, counselling & networking. |
Encourage a commitment to action and the development of lasting personal growth & change. |
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Maintain unconditional positive regard for the client, which means that the coach is at all times supportive and non-judgemental of the client, their views, lifestyle and aspirations.
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Ensure that clients develop personal competencies and do not develop unhealthy dependencies on the coaching or mentoring relationship.
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Evaluate the outcomes of the process, using objective measures wherever possible to ensure the relationship is successful and the client is achieving their personal goals.
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Encourage clients to continually improve competencies and to develop new developmental alliances where necessary to achieve their goals.
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Manage the relationship to ensure the client receives the appropriate level of service and that programmes are neither too short, nor too long.
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Possess qualifications and experience in the areas that skills-transfer coaching is offered.
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Work within their area of personal competence.
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What we do is to offer relationships that exist as chemistry between individuals so that there is an agreed sense of trust and agreement in order to achieve success in Mentoring and Coaching. 
MD, The Wilson Partnership.
