Everand Logo

Welcome to Everand!

  • Discover millions of ebooks, audiobooks, and so much more with a free trial

    Only $11.99/month after trial. Cancel anytime.

    Coaching for Action: A Report on Long-term Advising in a Program Context: A Report on Long-term Advising in a Program Context
    Coaching for Action: A Report on Long-term Advising in a Program Context: A Report on Long-term Advising in a Program Context
    Coaching for Action: A Report on Long-term Advising in a Program Context: A Report on Long-term Advising in a Program Context
    Ebook93 pages1 hour

    Coaching for Action: A Report on Long-term Advising in a Program Context: A Report on Long-term Advising in a Program Context

    By Victoria A. Guthrie

    ()

    Read preview

    About this ebook

    The Center for Creative Leadership developed the role of process advisor in order to provide a long-term coaching solution within the context of its LeaderLab program. Process advisors encourage and enable individuals to take more effective action in leadership situations, action that develops those individuals and others in the pursuit of goals that benefit all.
    LanguageEnglish
    PublisherCenter for Creative Leadership
    Release dateMar 23, 1999
    ISBN9781604917871
    Coaching for Action: A Report on Long-term Advising in a Program Context: A Report on Long-term Advising in a Program Context

    Related to Coaching for Action

    Related ebooks

    Business For You

    View More
    View More

    Related podcast episodes

    Related articles

    • Article

      Live, Learn, Leap

      Jun 3, 2019

      Live, Learn, Leap
      10 min read

    • Article

      Do You Need a Coach?

      Sep 21, 2016

      Maybe, if it’s the boss who is becoming the weak link when trying to figure out critical issues

      3 min read

    • Article

      Applying The 70:20:10 Rule

      Jan 21, 2021

      One of the major issues with modern business is the continual change and innovation in the digital media sphere. We’ve been in this business now for 22 years and when we started none of the current social media giants were even in existence. The olde

      2 min read

    • Article

      Post-Covid Challenges For SA Universities

      Oct 7, 2020

      ACROSS the world, the higher education sector is changing because of the pandemic. Vice-chancellors from three South African universities share their insights What long-lasting changes to South Africa’s higher education sector has the pandemic bro

      4 min read

    • Article

      Claiming Your 4 Superpowers

      Jan 21, 2021

      Claiming Your 4 Superpowers
      4 min read

    • Article

      How to Take Your Coaching Skills Up a Notch

      Sep 1, 2018

      Are there any coaches or teachers in your background that you cherish and think of often? If so, I’d be willing to bet that they are from your youth—and not supervisors or managers from your work life. Even in companies that pride themselves on makin

      3 min read

    • Article

      How To Work With A Mentor: 7 Top Tips

      Oct 20, 2021

      1. A mentor won’t do the work for you. Their role includes: • Acting as a sounding board. • Sharing their knowledge and expertise. • Assessing your business and the expertise within it. • Identifying areas that need improvement or development. • Sugg

      1 min read

    • Article

      Make A Difference In This World

      Aug 8, 2018

      Have you ever wondered what it would be like to be a professional coach? Coaches help people gain clarity in their situation and needs, formulate a forward direction, get motivated to make the changes they know they need to make and feel better about

      3 min read

    • Article

      Opinion: It’s Time For More Gen X Women To Step Up As Mentors

      Oct 4, 2019

      My mentors were almost exclusively white men. I am grateful for their work, but I often needed someone who understood the challenges I faced as a woman juggling pregnancy, child…

      4 min read

    • Article

      How to Apply Behavioural Insights to Leadership

      May 1, 2017

      NO ONE WOULD EVER DISPUTE that Cal Chambers was the smartest guy in the room, least of all Cal. As Chief Science Officer of Obsidian Pharmaceuticals, Cal holds multiple patents and has been responsible for developing the core biological platform on w

      8 min read

    • Article

      How To Ask For Feedback

      Oct 20, 2020

      David Klein began his career at McKinsey, an organization obsessed with feedback. So, in 2011, when he launched New York City-based student loan lender CommonBond, Klein decided to made feedback core to his company’s culture. When seeking structured

      1 min read

    Related categories

    Reviews for Coaching for Action

    0 ratings

    0 ratings0 reviews

    What did you think?

    Tap to rate

    Review must be at least 10 words

      Book preview

      Coaching for Action - Victoria A. Guthrie

      COACHING FOR ACTION

      A REPORT ON LONG-TERM ADVISING IN A PROGRAM CONTEXT

      COACHING FOR ACTION

      A REPORT ON LONG-TERM ADVISING IN A PROGRAM CONTEXT

      Victoria A. Guthrie

      Center for Creative Leadership

      Greensboro, North Carolina

      The Center for Creative Leadership is an international, nonprofit educational institution founded in 1970 to advance the understanding, practice, and development of leadership for the benefit of society worldwide. As a part of this mission, it publishes books and reports that aim to contribute to a general process of inquiry and understanding in which ideas related to leadership are raised, exchanged, and evaluated. The ideas presented in its publications are those of the author or authors.

      The Center thanks you for supporting its work through the purchase of this volume. If you have comments, suggestions, or questions about any CCL Press publication, please contact the Director of Publications at the address given below.

      Center for Creative Leadership

      Post Office Box 26300

      Greensboro, North Carolina 27438-6300

      Telephone 336-288-7210 • www.ccl.org/publications

      ©1999 Center for Creative Leadership

      All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.

      CCL No. 181

      Library of Congress Cataloging-in-Publication Data

      Guthrie, Victoria A.

      Coaching for action : a report on long-term advising in a program context / by Victoria A. Guthrie.

      p. cm.

      Includes bibliographical references.

      ISBN 1-932973-56-7

      1. Executives—Training of. 2. Mentoring. I. Title.

      HD30.4.G87 1999

      Table of Contents

      Preface

      Introduction

      Why Process Advisors Are Important to Development

      The Center’s View of Development

      What the Clients Wanted from Development Training

      Meeting the Challenge of Development

      Creating the Process Advisor

      Naming and Defining the Process Advisor

      The Tasks of the Process Advisor

      The Tools of the Process Advisor

      The Roles of the Process Advisor

      How to Be an Effective Process Advisor

      The Three Keys of Effective Process Advisors

      Developing Effective Process Advisors

      What We Have Learned About Process Advising

      Process Advising Is Different from Executive Coaching

      Process Advising Requires Advisee Readiness

      The Process Advisor Provides a Safe Environment

      The Process Advisor Must Understand the Advisee’s Situation

      Process Advising Is Real-time Support

      The Process Advisor Provides On-time Action Learning

      The Process Advisor Blends Candor and Belief in the Advisee

      The Process Advisor Works with the Changes the Advisee Wants to Make

      Process Advising Makes the Most of the Advisor-Advisee Pairing

      The Process Advisor Establishes Clear Expectations and a Framework

      Other Uses for Process Advising

      To Nurture Developmental Relationships and Systems

      To Maximize New Technologies

      To Support Strategic Goals

      To Set Action Plans or Development Plans

      Is Process Advising Right for Your Organization?

      A Brief Exercise for Determining the Suitability of Process Advising

      Alternative and Adjunct Roles for Internal Long-term Advising

      The Value of Process Advising

      References

      Suggested Reading

      Appendices

      Appendix A. Description of the LeaderLab Program

      Appendix B. Learning Journals: A Means for Reflecting on Practice

      Appendix C. Participant Essay on the Tools of the Program

      Appendix D. Examples of Process Advisor Roles in Action

      Appendix E. Statements by LeaderLab Participants About Their Process Advising Experience

      Appendix F. Case Study

      Appendix G. A Survey of Clients’ Needs Around Programs

      Preface

      The purpose of this report is to document some important lessons that we at the Center for Creative Leadership (CCL) have learned about enhancing development in the work setting. Our findings enable CCL to add elements to leadership development program delivery that reinforce the participants’ learnings from the classroom experience. One of the elements included in several CCL programs is the coaching-and-support role of process advisor (PA). The process advisor works closely with the participant to help him or her understand and develop his or her goals, both during the program and for a period of time following it; and the advisor-advisee partnership will span anywhere from six months to a year.

      The PA concept has been part of the Awareness Program for Executive Excellence (APEX)®, the custom program for Florida School Superintendents, programs for specific clients in various industries, and LeaderLab®. Because it has been an especially strong element in LeaderLab, where we have been able to follow the development of the concept for ten years, this report will focus on our learnings about the PA process within this program. LeaderLab is an action-learning program based on client surveys of the training needs and challenges of organizations and on state-of-the-art research in the field. The role of the PA in this program is to continue the assessment begun in the survey, determine the level of challenge, and support the participant during his or her developmental process. Because the program spans a period of six months, the PA element fits into it particularly well.

      Over the years that the PA role has been used in LeaderLab, CCL has studied its origins, observed its impact, and

      Enjoying the preview?
      Page 1 of 1