Running head: RESPONSE 1
Response
Institution Affiliation
Date
RESPONSE 2
I concur with you that a coach facilitates the learning process of the employees or any
other group of people. Indeed, coaching differs significantly with mentoring. Coaching focuses
on improving employees’ skills and performance. Conversely, mentoring is the process of
providing guidance to a selected group of people. Guidance is usually done by a more senior and
experienced person in a given field. Similarly, even though coaching and teaching are used to
help a group of people acquire certain skills, they differ significantly. Teaching is a way of
interaction where the teacher passes information to the students where they are expected to
receive it. On the other hand, coaching is both bidirectional, where communication flows in both
directions. The human resource uses coaching to improve the employees’ performance. Hunt &
Weintraub (2017) outlines that coaching is usually a client-driven approach that differs from
mentoring, Counselling, teaching, or training.
Executive coaching is a growing practice in the organizational arena. Indeed, an
executive coach is a qualified professional who works closely with the executives or employees
with high potential to enable them to unlock their potential, gain self-awareness, clarify goals,
and improve their leadership skills. Coaching is usually tailored as per the clients’ needs or
practices (Rekalde, Landeta, Albizu, & Fernandez-Ferrin, 2017). The coach maintains a
confidential relationship with the clients that are being coached. The executive coach conducts a
one on one meeting with organization senior managers, president, vice president, director, and
any other member of the C-Suite within the organization. The executive coach usually nurtures
an environment that sustains trust between the executives and him or herself. The executive
coach helps the organization leaders to understand their own potential, current competencies how
they are perceived by others, and focus on the ways they can identify and clarify their goals and
explain the steps that they will put to achieve their own goals. Indeed, it important for the
RESPONSE 3
executive coach to identify appropriate and effective models they can put forth to achieve
success. As executive coaching continues to be accepted, coaches use the traditional model like
the GROW model. However, there are numerous models like SOAR, FUEL, among others that
executive coaches can apply (Underhill, McAnally, & Koriath, 2007).
RESPONSE 4
References
Hunt, J.M. & Weintraub, J.R. (2017). The coaching manager: Developing top talent in business.
Thousand Oaks, CA: Sage.
Rekalde, I., Landeta, J., Albizu, E., & Fernandez-Ferrin, P. (2017). Is executive coaching more
effective than other management training and development methods? Management
Decision, 55(10), 2149-2162. doi:10.1108/MD-10-2016-0688
Underhill, B. O., McAnally, K., & Koriath, J. J. (2007). Executive coaching for results: The
definitive guide to developing organizational leaders. San Francisco, CA: Berrett-Koehler
Publishers.
