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On the other hand, if a person is praised or recognized, he feels encouraged to take more initiative in exploring new directions. This results in an increase the field of his autonomy. Training strategies can be remodeled to empower the participants. In coaching indirect mode of influence is used more, by recognizing feelings, expressing feeling acknowledging and praising good ideas given by the employee, and raising questions that promote thinking and exploration. The person should have the idea about current affairs. Coaching for general knowledge is essentially helping. Helping involves several processes but the following three are mainly important: Without the manager’s concern for his employee, effective helping cannot be provided in a coaching session. Such concern is shown when the coach feels for his subordinate and is able to empathies with him. This would be reflected in the kinds of questions asked and the tone in which the conversation takes place. Managers may constantly ask themselves how much concern and genuine empathy they have for the employees and their knowledge related to current affairs Coaching is not merely giving help. It is also receiving help on various aspects. Unless such a relationship is established – i.e., both persons involved in the relationship feeling free to ask for and provide help to each other – coaching cannot be effective. The basis of mutuality is trust, and the genuine perception that each person has enough to contribute. Although the coach is in a superior position, he continues to learn and to receive help from the employee. The main purpose of performance coaching is to identify the development needs of the employee which can be met through various ways. It is necessary that coaching result in clear and systematic identification of such needs and in subsequent plans to fulfill these needs. Sperry and Hess (1974) have advocated the use of contact coaching, which they defined as “. . . the process by which the manager aids the employee in effective problem-solving, using the techniques of keying, responding and guiding.” Contact coaching uses transactional analysis approach. Keying refers to reading people. The supervisor uses an appropriate frame of reference to perceive what the employee Means by his verbal and non-verbal responses. Responding is what the supervisor communicates back to the employee. What is learnt from keying is replayed in a manner that adds to, or subtracts from, the interchanges with the meaning the employee communicates. Guiding refers to the techniques the supervisor uses to motivate or help the employee to change his behavior.
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