PRINCIPLES AND PRACTICE OF EFFECTIVE COACHING AND MENTORING AT AN EXECUTIVE OR SENIOR LEVEL

DescriptionI have a paper for an ILM Level 7 qualification that, quite frankly I have lost my way on, and also have no time owing to other commitments.

The reading list shows some good sources for the project and the essay doc was a start.

The Essay doc attached (Firs Draft 1.1-4 Understanding_the_Principles_and_Practice_of_Effective_Coaching_and_Mentoring_at_an_Executive_or_Senior_Level.docx) needs checking, especially the sources, I mixed Passmore and Whitmore up and to be honest, can’t now see the wood for the trees.

I am not emotionally tied to my work so far and therefore do not mind it being edited or rewritten

The 1.1-4 document shows the requirements and the some of my early considerations thrown down on paper…. I quite like the quotes.

The Early thoughts for discussion document was a stab at looking at the working of an organisation (AC1.2) for this I took the organisation to be International Governmental Organisations Post Conflict, primarily comparing and contrasting the support to Rule Of Law in Kosovo (somewhat successful) and Afghanistan (Abject failure)

When comparing the two through the Ministeries of Interiorand the police, it is clear that to a greater extent Kosovo police were afforded the ability to take control of their own direction post 2013 and matured rapidly as an institution, with some degree of operational independence from 2019, until political interference recommenced under Prime Minister Hoti’s removal of the the Director General of Police without due process, Taking the advances back some 10 years, a behaviour that looks set to continue.

Afghanistan, with a focus of having the police heavily support the Security forces, (checkpoint security, fighting the TaliBan etc… Rather than the security forces being able to provide the security infrastructure within which the police can mature as an organisation. The failures to deal effectively with corruption and the lack of legitimacy of the government, seized upon by the Taliban, (through their media campaign)

(see The Guiding Principles document, a Guide to Democratic Policing and Goal Setting)

A little Bit On Coaching Models:

What is missing from the GROW model

CREATE and Discussion of the book ‘Excellence in Coaching’ and the variety of coaching models. Cognitive Behavioural, Transpersonal, NLP

Reiewing GROW (whitmore) andCREATE (CCI) and other(s) would be great but a real focus being flexible and targeting everything to the client, a rigid adherence to models being a an error in my view.

Planning, Preparation and Rapport Building, which needs to be a constant.

Also entering around value systems (Simon Sinek WHY)

For the Coach – Centre around the Codes of Ethics of Coaching

https://www.associationforcoaching.com/page/AboutCodeEthics

For me centre around helping others

For the Organisation or Client, Centre around Core Ethics and Values of the organisation (Client)

For the Coachee – Centre around the Core Ethics and Values of the Coachee

Maybe some Adair circle at the centre of any model chosen

For the assessment tools Myers Briggs, Thomas and ENGAGE… Engage being State of mind…

Maybe a couple of conversation may be of use

Some videos to set the direction from the course providers also. https://intouchnetworks.wistia.com/projects/auu13mspis

In closing I would like to argue that when organisations, such as Kosovo Rule of Law institutions have the skills, knowledge and experience within them, the mentoring should be internal and the international governmental organisations should switch from international directed support to one of Qualified Executive Coaching, to allow the institutional leadership to grow and mature their organisations from within.

Very much a client focused approach.

Hope this makes some sense

Not really sure on the numbers of sources… Quality is preferred over quantity.

I personally am an advocate of Maslows, so if that can be woven in, all the better.

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