E-coaching Scenarios: Blue Chip organisations:
Firstly for large companies, the scenarios can be complex and never the same from one organisation to the next. The impact however, can be multiplied. An individual learning and working well can be lost on an organisation that does not value this. But if the company takes individual development on as part of what it’s about then you can have a real impact.
Key Management teams:
Some organisations provide key management teams with a higher level of coaching service. These teams can be provided with relevant Harvard documents designed to be a mentor and support for experienced managers and managers in transition (i.e. new to management).
Supported by tele-coaching:
Using a network of experienced consultants and coaches we find the right coach for the person. They provide an hour each month/ week to take that person through their challenges, successes, blockages and goals. This provides an independent and discreet support.
E-mentoring Scenarios: Entrepreneurs & SME organisations:
The value of a mentor or coach; access to outside knowledge for entrepreneurs is undervalued mostly by the business sector itself.
Askhow2 can put entrepreneurs and key individuals within SME organisations in touch with experts. These experts support these individuals by providing written how2’s, tele-support and coaching. They help the individual cope with situations they may not have faced before. They can lift the performance of the individual and close knowledge gaps.
A coach or mentor can be invaluable to a person who runs his own business whatever its size as for most people it is a lonely role. To be able to have someone, not directly associated with the business or having an axe to grind, to act as a sounding board is extremely useful.
We all need someone to boost our morale when we are down and to share our successes with when they come along, discuss and find solutions to problems, bounce ideas off and generally be there when needed.
Most owners/ managers know what they want and need to do, to make their businesses flourish, however what they miss is the challenging questions and the deeper insights of partners and colleagues. A coach will take on this role and help his client to expand his horizons where appropriate and reassure where necessary. He or she will talk through ideas and presentations before exposing them to others, help construct arguments and give general assistance and support when making those tough decisions.
The management of most smaller companies get bogged down with just the daily grind of running a business and satisfying customers. They very rarely have the time to look at the bigger picture. By setting aside a specific period of time each month to talk to a coach, a whole new focus on the business can arise, and new ideas be generated. At worst it gets you away from the grind and at best it can transform your business and its fortunes.
Tele-coaching offers a whole new dimension to business management and planning, as it is highly flexible. There can be set sessions over a number of months in various time segments, instant responses to problems can be incorporated on a time basis, the coaching is when you want it, not anyone else and email can play its part. Every person can devise their own programme to suit their needs. In terms of personal support there is no better business tool.
Conclusion
Askhow offers a range of e-mentoring or coaching scenarios for managers in blue chip organisations that can be developed using a tailored pick and mix approach:
A) Knowledge Access: This is the least offensive way to learn, you don’t have to admit to anyone that you don’t know something. You ask the system and the written answer is in the system or it is written for you. (Know-how on demand for end-users, managers, professionals, staff and customers.)
B) Knowledge Exchange: This allows knowledge sharing and publishing within the business. (Networks & e-content for company mentors, apprentices, authors and end-users.)
C) Knowledge Performance: This uses motivational techniques to motivate learning on an individual level. (Commercial goals linked to HR activities, knowledge development and end-user support.)
D) Knowledge Culture: Creating a learning culture is to set up the organisation success in using tools to develop individual and teams know-how. (Culture Transformation through knowledge sharing and people development networks.)
E) Knowledge Change Management: This final stage brings all of the elements together. Using all of the elements, e-mentoring can bring about sustainable positive change in an organisation. (Major solutions for learning centres, corporate intranets, corporate universities and intellectual capital development.)