Matt Somers asked:

A wise man once said that apart from the spelling there is no difference between counselling and coaching. There’s a shade of truth in this but for the sake of the clarity I’m trying to achieve in this piece I am going to illustrate the differences such as they are. In fairness, it’s relatively easy for me to do this as I am concentrating on coaching that takes place at work; usually delivered by a line manager. We’ll see later on when we come to look at the different types and branches of coaching activity that the lines of distinction do become far more blurred.

As with mentoring, the skills of the coach and the counsellor are the same. They each listen attentively, ask probing questions and offer non-judgemental observations in the spirit of helping their ‘clients’ find their own answers. I don’t think either a coach or a counsellor would go down the “You should…”, “You must…” route. The difference does not lie in the skill set; it has much more to do with the content of the conversation and the desired result.

Counsellors are concerned with identifying root causes. They will guide us on a journey through our history to identify critical incidents and problems that have left a mark and cause us problems still. With such issues identified, the work of the counsellor develops into one of exploring ways of dealing with those problems and making changes. We can easily see that relationship counsellors, substance abuse counsellors, bereavement counsellors, etc. focus on dealing with what’s happened.

Coaches are concerned with moving forward. Coaches help the people whom they coach to identify a desired set of circumstances, to examine how that contrasts with current circumstances and then to plan out a series of steps to get from one point to the other. The coach starts from the here and now and, although aware that situations in the past can cause problems today, is more focused on creating mobility and momentum and on getting people started. Coaches focus on dealing with what must happen next.

Picture the scene: you’re three-nil down at half time. The team counsellor would examine the mistakes of the first half, but the team coach would set out the tactics for the second. Both are useful, and as ever are often combined. As always, the needs of the people we’re helping must override any semantic debate around the differences.

However, getting the positioning right is crucial. I’ve seen many a coaching programme get off to a shaky start because staff perceived that they were going to be counselled and were obviously uneasy about how well their managers were qualified to offer this kind of help and whether it was appropriate to talk about potentially emotive personal issues in a work context. Of course there may be a time for counselling at work, and what starts out as a straightforward coaching session may move in that direction. With this in mind it is worth checking out your organization’s welfare and access to counselling policy if you have the slightest suspicion that a coaching approach may uncover a deep seated issue and thus need a professional intervention.

The statements below are an attempt to put these comparisons in simple terms

Managing “Do this.”

Instructing “Here’s how to do this.”

Training “Have a go at doing this.”

Mentoring “My advice would be to….”

Counselling “What feelings does this invoke?”

Coaching “How do you think you could…?”

I wonder if in the end these differences are purely academic and of more interest to people like me who muse on these things, than to people like you who have the harder task of getting people to be the best they can at work.

Having said that, an appreciation of the similarities and differences is useful when it comes to positioning coaching in your team and in your organization. You may well find that if your team is unclear about what coaching involves and have confused it with other things, then they may not engage as fully as you’d wish.

Jonathan Senior asked:

Being a new manager In the UK at least, people tend to be promoted on the basis of technical knowledge rather than management skill.

Quite often you hear from ex soccer players who have gone from playing to managing say that it is a big change going from “one of the lads” to telling someone they aren’t in the team for the cup final.

So how can a new manager get started with a management career without alienating previous colleagues and friends?

1. Remember the relationship has changed forever and there is no going back. People will look to YOU to bail them out of problems.

2. Don’t go mad celebrating. Some colleagues may have failed miserably at the interview or even worse, may not have been given an interview.

3. Think about how you talk to these people and how they reply. Depending on the nature of your workplace, shouting over the office may no longer be acceptable. You might have a desk or even move offices completely. Never under estimate the power a desk or office move!

4.Think about how and where you socialise with people who still do your old job. Getting drunk every Saturday night is probably not all that clever if you want respect on Monday morning (but that depends on the jo you do…)

5. Try to sport when they are testing you. Like it or not, people you used to sit alongside will try to test you out. Will you let everyone go home early the day before the holidays start? Who will cover the office if you do?

6. Work out a plan to deal with being “tested”. Your new staff will “test” you – work out (even subconsciously) how far they can push you. You must work out how to cope with this or they will take control from day 1. You could pick several issues which you will not move on. These could include, office cover after 5pm or maximum number of tea breaks. Don’t tell anyone what these are though and they won’t work you out as quick.

7. Make sure your subject matter knowledge is up to date. “If you don’t know something, know where to look” You will get tested on this also.

8. Praise in public, criticise in private. This is basic and you will need to be on your guard not to be drawn into a public debate or discussion on a controversial subject or one you are not confident discussing.

9. Don’t take everything on yourself This is easier said that done (especially if the ). Pause a while- (if the vacancy HAS been there some time, another couple of days won’t make much difference. If you work out what needs to be done BEFORE jumping in, YOU are likely to remain sane and healthy rather than buckling under the pressure with a few weeks.

Being a new manager is exciting, daunting but very rewarding. To summarise,the key thing is managing the changing relationship between yourself and your former colleagues.

Matt Somers asked:

eld of endeavour we need knowledge, skills and an appropriate state of mind to perform well. Coaching is no different. In previous articles I have written about skills and state of mind. In this article I will consider the knowledge base that good coaches need, both in terms of subject matter expertise and knowledge of coaching itself.

Subject Matter Expertise

There is still some debate around whether coaches need a detailed knowledge of the matter in hand or underlying subject in order to be able to coach another person effectively.

Some argue that it is impossible to coach without subject matter expertise, as without it we can’t show another person what to do or give our advice or guidance. However it’s clear that telling people what to do is fraught with danger; do I understand how I get results myself? Can I find a way to express that to another person? Will they be able to remember what they’ve been told? We’ve also come to recognize that, these days, knowledge is out of date within a few months and it is highly risky to approach any situation with out of date knowledge. Far better then to coach in a way that allows other people to develop their own solutions and to do so in a way that encourages them to become self-reliant in the future.

That being said, as far as being a manager coaching in a work situation is concerned, in reality we probably will have some background in the situations being discussed, but we should resist the temptation to jump in with our own quick fix solutions.

Knowledge of coaching itself

This is a far more important area of knowledge for effective coaching and breaks down into four main areas:

1 What coaching is

We need to understand – and may often need to explain – that coaching is NOT about telling people what to do and how to do it. In fact, coaching is an interventions designed to raise awareness, generate responsibility and build trust.

2 How managers can incorporate coaching in their own style

We all have our own style of communication with some of us preferring a more directive approach and others a less directive one. Managers who coach need to develop an understanding and knowledge of incorporating the principles of coaching into their own natural style.

3 The principles of awareness, responsibility and trust

Before I can change and improve anything I must first become aware of how it is now. Ultimately it is I who must take responsibility for making improvements and changes. I must trust myself to try new things and I must trust my coach to help me do them. The best coaching managers are those that understand and apply these principles.

4 The impact of questioning and active listening

Questions evoke awareness, responsibility and trust infinitely better than instructions or advice, but even the best coaching questions are meaningless without effective listening.

Samuel Martin asked:

Although many immigrants who enter this country are unskilled laborers who provide essential services in many sectors of our economy, of equal importance to the immigration debate are the highly educated foreign professionals whose skills play a vital role in the enrichment of our economy.

The U.S. economy has shifted significantly over the past 50 years. We are no longer the blue collar nation that we once were. The transformation from a manufacturing to a knowledge-based economy has created a growing demand for skilled technical workers. This demand has been accompanied by a decline in the number of native-born students seeking degrees in the fields of science, engineering and technology.

Our prestigious graduate institutions currently train more foreign nationals than U.S. citizens in these fields. To alleviate labor shortages, U.S. businesses must be able to recruit and hire additional foreign-born professionals.

We must retain the educated professionals whom we have trained internally in order to benefit from the unique skills that they possess. By sending the best and the brightest workers back to their respective countries, we only create competition for ourselves, thereby diminishing America’s economic clout.

In order to increase the number of highly skilled professionals in this country, it is necessary to reform the employment-based immigration system and provide a sufficient amount of avenues through which U.S. businesses can legally employ specialized workers. We must increase the number of specialized worker visas awarded.

H-1B visas, or temporary skilled worker visas, are currently capped at only 65,000 annually. Yet, this “cap” is reached in a couple of months, and U.S. businesses are barred from hiring foreign-born professionals for the remainder of the fiscal year.

At the same time, we must increase recruitment and training of U.S. students. H-1B visas accelerate this process; a hefty portion of the processing fees for the H-1B visas are directed to the education and training of U.S. students in science and technology.

It is important that skilled workers are not overlooked in the current debate regarding comprehensive immigration reform. Raising the H-1B visa cap is vital to maintaining our leadership in the world market. By retaining foreign nationals, we may ensure that U.S. businesses have the most highly qualified workers in their fields, helping America maintain its edge in an increasingly competitive global economy.

Deborah Notkin is president of the American Immigration Lawyers Association. – NU

Jeffrey Wyrick asked:

Before you start up your email or fax machine to send resumes, have you done a self analysis of your career skills. Gaining a prospective employers confidence early in the job interview could go a long way.

While applying for a job, it’s idealistic that you discover your strengths and weaknesses and be ready to address these. By knowing your advantage, the chances of finding & getting the job that you wish will certainly get smoother. But you shouldn’t become too confident because this is among the more common mistakes that plague job applicants. Appearing too surefooted or as somewhat of a know it all individual will merely get you tagged by your interviewer as unfit for the job.

IDENTIFYING YOUR SKILLS

1st thing’s 1st. You had better identify your accomplishments and skill sets. This is your ticket to get that job and you ought to be able to articulate your abilities and expertness as best as possible. A lot folk’s experience a difficult time narrating their accomplishments and abilities as this could appear to be boasting. But you shouldn’t be timid or afraid to talk about your skills. As a matter of fact, it’s crucial that you express to your possible employer what your gifts and talents are. You ought to be able to sell your abilities to your employer. That’s how you’ll acquire the job that you wish. It’s crucial that you don’t come out arrogant or condescending but you should as well avoid selling yourself short. Whenever the interviewer inquires you about your very strong points or what assorts you from the remaining applicants, you ought to be able to promptly apply an effective answer, but before you even go to the interview part, your resume had better spotlight your acquirements and talents for your likely employer to view.

TYPE OF SKILLS

There’s 2 primary classes of skills, hard skills and soft skills. Hard skills are tangible in the good sense that these are matters

that you do like: knowing how to control diverse types of machinery, knowledge of a specialized computer program, ability to type quick, skills about applying many types of tools, credentials concerning particular crafts, etc. Soft skills are skills that are kind of abstract in nature as if personal qualities. This may include the following: being a good team player, holding the power to work on your own, being enthusiastic or organized and decisive.

THE STEPS TO FOLLOW

Constructing a list of your former jobs and experience acquired 1st matter to do is to make a list of all the businesses that you had been employed at for and the skill-sets that you acquired by these employers. There will be numerous things to name and you had better be heedful enough not to forget even the most minor things or activities that you were part of or organized. It is also a good idea to list the volunteer activities that you participated in.

INCLUDE A LIST OF YOUR HOBBIES

Though it could deem trivial at first, it’s likewise really helpful to list altogether your hobbies. There are a lot of abilities that your likely employer may acquire from your hobby list. These will as well as give an approximation of your personality. For instance,

whenever you were part of the school’s debating squad, then your employer may derive that you have good analytical skills. If you were a whiz chess player, then your employer will hold the impression that you are good at arriving at critical decisions. Think of your day by day routine and the matters that you do and frequently take for granted. Are you an organized individual who always maintains your things in decent order? Are you an extrovert that could easily form friendships in a matter of minutes? These may appear ordinary to normal matters to you, but your next boss may believe differently.

CHOOSE WHAT CAREER YOU DESIRE

After listing all your skills and all the things that you do good, you may now resolve what area or career you would like to take a

crack at. Choose the accomplishments contained from your list and partner it with the career type you are seeking. Always acquire time to think if your skills are applicable to the job that you are shooting for. Do not be annoyed if you have to cut down a few of the skills from your list. It’s also crucial to include in the list your skills that the prospective employer will probably value.

ADHERE WHAT YOU WRITE

You had better be realistic about your skills and the degree of expertness that you have with it. For instance, if you suggest that

you are a really organized person, then you should be able to demonstrate this to the interviewer by being able to organize your

thoughts and effectively use the time that was afforded for your job interview.

It’s significant to recognize your skills every time you are job hunting. Always put your best foot forward and good luck!