TYPES AND MODELS OF COACHING

In every person’s life, the private and professional spheres are basically two sides of the same coin, and they often have a mutual influence.

A common characteristic to all types of coaching is that of being an extremely flexible process. In everyone’s life, our private and professional spheres are two sides of the same coin, and they can influence each other. A clear distinction among the various types of coaching, although it may appear superfluous, is nevertheless important to understand how the process can vary according to the area it refers to.

TWO AREAS OF COACHING INTERVENTION:
PERSONAL AND PROFESSIONAL

First of all, we need to specify whether the coaching needed is for private or professional life. To this end, among the various types of interventions, a distinction should be made between Life and Business Coaching.

Life Coaching

Life coaching is engaged in by individuals who wish to change or improve some specific aspects of their personal life. This need for change may refer to:

the way one relates to oneself and others;
the defining of one’s life goals;
prioritizing identification;
valorization and building up of one’s abilities;
honing of acquired expertise;
optimization of one’s strengths;
balance between personal and work spheres;
achievement of better financial results

For these intentions, a Life Coach is mainly concerned with relationship management in general, as well as life-planning. Consequently, a Life Coaching contract involves only two people: a coach and a coachee, who establish a one to one relationship both in terms of remuneration and privacy.

In every person’s life, the private and professional spheres are basically two sides of the same coin, and they often have a mutual influence.

Il Business Coaching

Business Coaching is designed for managers and businesspeople who are faced with big changes and who wish to achieve the best results.

This category includes a number of different goals:

stand out in one’s professional environment;
improve one’s relationship with colleagues and supervisors;
improve team performance;
face a role change or increased responsibility in the workplace;
manage generational passage in a family business;
make one’s role more effective by becoming more authoritative;
hone one’s goal setting abilities;
be able to handle critical moments both with clients and the company;
improve company productivity;
increase team loyalty;
access a new market segment;
deal with a start-up;
create a personal brand;
develop an entrepreneurial spirit;
optimize communication between clients and colleagues;
manage stress;
manage stress and time…

In the business setting, a coaching contract involves three players: the client, the coach, and the coachee.

7 COACHES FOR 7 COACHEES: A COMPARISON OF DIFFERENT MODELS OF COACHING

Based on theories conceived by Robinson, Skiffington and Zeus, at least seven different models of coaching can be outlined

This model, specially developed by David Cooperrider, analyzes – in an integrated way – the coachee’s strengths, resources, expertise and opportunities, rather than a specfic problem. The coach is there to affirm and support the coachee’s strengths and help guide them in handling and resolving the issue at hand.

In this model, the coach supports the coachee so that the latter can explore their difficulties. However the coach does not attempt to resolve the problem for them. This model has elements in common with the “reflective practice” used by the coach as a self-development tool during the constant process of training and self-training, aiming at analyzing and improving one’s effectiveness.

This coaching model is based on three stages: collect information on coachees through observation; analyze the information to understand the present situation; and finally, define strategies and an action plan. There are innumerable available international case histories from prominent businesses (banks, automotives and others…) that have adopted this model with positive results.

This is specifically for entrepreneurs or individuals who want to start their own enterprise.

This model is generally adopted in two situations. In the first, a person with particular experience in a specific field offers feedback, support and suggestions to another employee, similar to mentoring. In the second, two people with the same level of experience and knowledge observe each other and give mutual support and feedback.

Here, the task of the coach is letting an individual understand how their participation in the system has unfolded and developed, and how their actions impact the process as a whole.

The coach works with a group of managers with common goals through a series of meetings.

CONTACT US

The two main areas we address in coaching are leadership transition and strategic thinking.
A coach helped me build a path that suits my individual traits, identifying challenges for change, work plans, a constant assessment of results and a method to achieve them in a spontaneous and natural way.
Coaching is an investment in ourselves. It opens us up to new perspectives and breaks through boundaries, removing obstacles and facilitating inclusion. It is therefore essential to be committed, before starting the process, to have clear ideas and devote quality time to the process. Coaches, in turn, must be excellent leaders to obtain good results. In my case, thanks to Marcella, it worked.

E.S.

Coaching with Marcella Accorinti began in the usual way, working on specific professional goals.
Marcella’s professionalism, together with her humanity and talent, created the space for my personal journey, which gradually became more important than my initial professional goal.
The work I did with Marcella turned out to be a multi-year experience that today still accompanies me today in my thoughts and choices.

M.S.

Thanks to the journey undertaken at Mindevelopment with Marcella Accorinti, and which involved the entire front line of the company, both individually and as a team, we have managed to achieve incredible results, both in terms of communication and of collaboration and inclusion.
These behavioural changes have transformed an already well-matched team into a group of people ready to discuss any issue in a transparent manner, respecting the specialists, but also listening to the less experienced on the subject, enriching the level of discussion.
A side effect was the increase in the sense of irony at learning how to “laugh at ourselves” lowered the communication barriers as well.

S.E.

The coaching experience, through real and very often painful and difficult passages, made me understand how it is possible to change and achieve great results at work.
I experimented with approaches and behaviours that weren’t instinctive or natural for me. Doing this with a coach who listens to you and provides feedback in a transparent, sincere and sometimes even ‘ruthless’ way, has given me the strength to ‘try’ and often ‘succeed’.
Without coaching I would not have tried these things, and it would never even have occurred to me to look at my managerial style from a different angle.

A.P.

I started a coaching journey with Marcella thinking that it would be very confrontational. But her coaching has proven to be a true personal and professional empowerment tool.
Over time, a relationship of trust was forged with my coach that exceeded all expectations, and has allowed for increasingly clear and transparent discussion during coaching sessions.
I never expected to start such a profound process of change in terms of behaviour and communication, and now I can apply coaching techniques even in the absence of the Coach

A.S.

The company helmed by Dr. Marcella Accorinti stands out in an original way, both in its diagnostic and operational phases. In our case, there was a dual objective: one, improving our soft managerial skills (e.g. the ability to delegate), and two, strengthen the abilities of the first and second level team members. The great ability to listen and the vast experience of Dr. Accorinti and her associates were met with extremely positive feedback from the managers and made it possible to successfully achieve our set goals. Here the distinction lies in a ‘tailored’ approach to the needs of individual managers, without ever losing the overall cohesion of the project. In short, ours was a particularly positive experience that we recommend to any company interested in the enhancement of their human capital.

V.M.

I had the opportunity to embark on an executive coaching course with Marcella Accorinti as part of a company project. Marcella’s experience and professionalism are highly distinctive and her ability to understand and lead you “to the heart of the matter” are astonishing.
With careful skill, she trained me to exploit my potential, provide focus to my professional career and my expectations for the overall growth of the company.
This will forever remain a point of reference on my professional path. Thank you Marcella!!

P.D.L.

TYPES AND MODELS OF COACHING