What is it ?
It has been a known fact that, ICT is one of the areas creating relentless headaches for the corporate management.
Another fact is the low probability of sustainability of success in this area or stability without problems .
Very difficult times are ahead for the medium and large scale corporations who could not achieved to allign ICT with their business strategy. The ICT area has serious risks and opportunities regardless of either it has been conceived as an utility or as a strategic component of the business.
The particular competencies required to evaluate and benefit from these risks and opportunities in this area, plus concerns for manipulations, adds-up to the creation of a weak link on the corporate management chain.
IT Coaching is an exercise for the avoidance of the creation of such a weak link or rooting it out, if it has already been developed.
The basic difference between coaching and mentoring is about the focus, where coaching aims promptly for “winning” but mentoring is for growth and development.
The primary intention of the coach is to make the “athlete” , a winner in the game, by improving his performance. The mentor targets the growth of knowledge, personal traits and capabilities of the contestant, to improve his change of success or survival, in sum. Obviously, there are exercises where these two different approaches are combined or exist together and complement each other. But , for the coach, there is no other motivation than “to make them win”, during his term.
IT Coaching within this frame, relies on an, one on one, relationship and is based on interviews . IT Coach, tries to respond and bring solutions ,to the imminent ICT problems or inquiries of the corporate majority shareholders or top managers, who really acknowledge that they require such support, while employing a preagreed coaching model. The insight obtained during the exercise is confidential and the IT Coach , has to operate ethically, based on mutual trust.
