Читать книгу Group Coaching and Mentoring - Linda Algozzini - Страница 23

I know that change is not easy. The fact that I was wanting such major changes inside each person as well as to the department as a whole was not lost on me. I knew I would face challenges along the way. A solution was forming. Coaching and mentoring kept coming to mind, but these alone would not create the relationships within the department that I was envisioning. I began visualizing layers. The layers moved to a filter view. I began thinking about disseminating a coaching mentoring model through layers starting at the top and filtering down until it affected the movement of the individual while also moving small groups with intention and purpose.

The coaching mentoring framework began to take shape. I imagined myself, the manager, as the Lead Coach. I would need a small team of employees who would like to participate in this new endeavor with me. In essence, they were the next layer or filter as Mentor Leads. By participating in this role they would receive group coaching from me as the manager/Lead Coach. This would begin a foundation of leadership skills where they would learn how to mentor, guide, instruct, and facilitate a small team. The Mentor Leads would be challenged with supporting a shared scholarly growth path with their small team of peers, known as Mentees; this became the next layer/filter in the process. Ultimately, the adult learners we were charged with serving would become the final filter.

While I knew this had the potential to shift the department in amazing ways, I also realized that this idea would create a new set of challenges in addition to those I faced naturally when asking so many to change so significantly.