Telecommunication is the transfer of signs, signals, sound, writings, and images or any other form of information through wire, radio or any other electromagnetic systems of any nature. The invention of the internet together with other modern data networks has brought about diversification in the way telecommunication is handled in a big way. Traditional systems have been phase out with more advanced systems kicking in. This transition has left the majority of the people in this field with no option but to upgrade their competence. This article is about executive coaching telecommunications.
Executives who have been left in the already extinct technologies have a hard time dealing with the new systems and thus the need for coaching. Unlike mentoring, executive training requires the setting of goals to be achieved and paying a coach to help you in achieving them. The goal is improving performance, enhancing careers and shaping the behavior of a client to prevent derailment due to technological changes.
In most cases, executive training is divided into six phases. The first phase is entry and contracting. This is aimed at building a rapport between a customer and the coach. It is done by laying down the ground rules to ensure effective dialogue throughout the process which is very important in the coaching process. This phase is considered as a pre-requisite to a desire to change in the executive.
Second is identifying the issues that an expert expects to address with regards to telecommunication. Beginning by setting off in the appropriate magnitude is critical. Priorities and plans are also laid out. In this phase, the coach helps identify what the issues are. The problem must be set in a wider context and the priorities relevant to the customer are reviewed.
The coach and client should reach a common understanding as the third step. However, different coaches choose to make different approaches at this stage. The major aspects are job opportunities, personal effectiveness and career aspirations in telecommunications as an industry. The success criteria are, therefore, addressed using these three factors to ensure effective coaching.
The fourth step is action planning. The ideas shared in the previous phases are used to come up with solutions which are used to having a successful outcome in order to achieve the required changes. The personal development plan is needed to address the problem. The client is helped to review some options and also identify the possible solutions.
Action review is the fifth phase. Implementation process is undertaken at this stage. The coach is expected to motivate the executive to maintain the actions in order to achieve progress. The sixth and final phase is closure which prevents the customer from becoming over-reliant on the expert. The sessions can, however, be done from time to time by contracting after a few months. Coaches are not life-long mentors thus when the task is achieved, coaching is expected to come to an end.
Different organizations use different telecommunication methods at different telecommunication levels. The client is therefore supposed to acquire diversified skills to enhance his or her scope in his profession and be flexible at their places of work. The process above will help any individual in such a position to overcome any issues that may arise in his or her organization.
Executives who have been left in the already extinct technologies have a hard time dealing with the new systems and thus the need for coaching. Unlike mentoring, executive training requires the setting of goals to be achieved and paying a coach to help you in achieving them. The goal is improving performance, enhancing careers and shaping the behavior of a client to prevent derailment due to technological changes.
In most cases, executive training is divided into six phases. The first phase is entry and contracting. This is aimed at building a rapport between a customer and the coach. It is done by laying down the ground rules to ensure effective dialogue throughout the process which is very important in the coaching process. This phase is considered as a pre-requisite to a desire to change in the executive.
Second is identifying the issues that an expert expects to address with regards to telecommunication. Beginning by setting off in the appropriate magnitude is critical. Priorities and plans are also laid out. In this phase, the coach helps identify what the issues are. The problem must be set in a wider context and the priorities relevant to the customer are reviewed.
The coach and client should reach a common understanding as the third step. However, different coaches choose to make different approaches at this stage. The major aspects are job opportunities, personal effectiveness and career aspirations in telecommunications as an industry. The success criteria are, therefore, addressed using these three factors to ensure effective coaching.
The fourth step is action planning. The ideas shared in the previous phases are used to come up with solutions which are used to having a successful outcome in order to achieve the required changes. The personal development plan is needed to address the problem. The client is helped to review some options and also identify the possible solutions.
Action review is the fifth phase. Implementation process is undertaken at this stage. The coach is expected to motivate the executive to maintain the actions in order to achieve progress. The sixth and final phase is closure which prevents the customer from becoming over-reliant on the expert. The sessions can, however, be done from time to time by contracting after a few months. Coaches are not life-long mentors thus when the task is achieved, coaching is expected to come to an end.
Different organizations use different telecommunication methods at different telecommunication levels. The client is therefore supposed to acquire diversified skills to enhance his or her scope in his profession and be flexible at their places of work. The process above will help any individual in such a position to overcome any issues that may arise in his or her organization.
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