UNTAPPED WORLD OF PEER COACHING
There is often an untapped wealth of coaching expertise already residing within any organization. As a workplace learning and performance professional, your job is to find it.
For peer coaching to thrive in any organization, it is critically important to have a “coaching culture” in place that is similar to the one that resides at Becton, Dickinson and Company.
Peer coaching, though different in its range of application and topical focus, fundamentally supports and enhances other forms of constructive coaching practices within an organization. Peer coaching thrives in an organization when other types of constructive coaching are effectively and frequently practiced.
Peer coaching can be applied in a variety of circumstances within an organization. At BD, peer coaching is embedded in both its Leadership Development Program and its recently launched Advanced Leadership Development Program.
Successful peer coaching is dependent upon how the coach and coachee approach the process and what techniques are used. An effective peer coach should believe in helping, sup-porting, and guiding a peer and not appear as someone who has all the answers or is eager is tell someone else what to do. Someone ready to be coached should be open-minded, interested, and appreciative of peer learning and should not be defensive, closed-minded, or preoccupied with his reputation.
Peer coaching can be a masterful sup-plement and reinforcement of a coaching climate for development through its use within existing internal leadership development programs as well as in frequent and self-organized sessions outside of the structured settings.
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