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.
The need for executive training for telecommunications grows by the day. The phenomenal increase in the use of such trainers in recent years has been brought about by changes in the telecommunication context, especially in organizations. Executive training unlike mentoring involves paying the trainer for his or her services. It is goal oriented and it is aimed at improving performance, executive behavior and enhancing careers to prevent derailment because of changes in an organization.
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.
The second phase is identifying issues that the coach plans to address through the process in terms of telecommunication. It is considered that starting by setting off in the right direction is a critical step. Plans and priorities are expected to be laid out at this stage and the problem should be set within a larger perspective and those priorities important to the client reviewed.
Reaching a shared understanding is the third step. Different coaches may choose to approach this differently but the three major aspects that are addressed are personal effectiveness, job opportunities and career aspirations in the telecommunication industry. The success criteria need to be addressed based on these three factors for effective coaching.
Fourth is planning using ideas from previous phases and using them to create solutions that will result in the desired outcome. The personal development plan, which are the actions needed to address the problem. The solutions are found by reviewing the options which a client does with the help of the expert.
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.
The need for executive training for telecommunications grows by the day. The phenomenal increase in the use of such trainers in recent years has been brought about by changes in the telecommunication context, especially in organizations. Executive training unlike mentoring involves paying the trainer for his or her services. It is goal oriented and it is aimed at improving performance, executive behavior and enhancing careers to prevent derailment because of changes in an organization.
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.
The second phase is identifying issues that the coach plans to address through the process in terms of telecommunication. It is considered that starting by setting off in the right direction is a critical step. Plans and priorities are expected to be laid out at this stage and the problem should be set within a larger perspective and those priorities important to the client reviewed.
Reaching a shared understanding is the third step. Different coaches may choose to approach this differently but the three major aspects that are addressed are personal effectiveness, job opportunities and career aspirations in the telecommunication industry. The success criteria need to be addressed based on these three factors for effective coaching.
Fourth is planning using ideas from previous phases and using them to create solutions that will result in the desired outcome. The personal development plan, which are the actions needed to address the problem. The solutions are found by reviewing the options which a client does with the help of the expert.
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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