There is no development without confrontation.

Albert Einstein

Ila Erős
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Coaching

The following types of coaching are increasingly common in Hungary:
 
1.
Leadership coaching: It is largely used by senior managers as it is a rather expensive process. Depending on the length of sessions and the popularity of the coach, a single session may cost anywhere between 30 and 120 thousand forints. Coaches usually recommend a series of 4 to 12 sessions of 1, 1.5 or 2 hours each. The series of sessions has an overall objective, and the success of the series is accordingly evaluated at the end. At the same time, there is enough flexibility to deal with the current problems brought by the manager during sessions.
 
2.
Life coaching: Anyone can be a client. For instance someone who notices that unpleasant situations of a certain character keep recurring in their lives. Others wish to achieve a better understanding of what is happening inside them and around them. Sessions are once a week or once every two weeks and usually last 50 minutes, and they may go on for 2 to 6 months – the duration is not always possible to know in advance. As people usually pay for these sessions from their own income, the price is usually between 6 and 15 thousand forints. Of the types of coaching listed, this one is closest to psychotherapy, with a practical, results-oriented approach.
 
3.
Group coaching: This is best done with a group of managers who get a chance to practise supportive management. It is not necessary for group members to be working together in the same organisation. Group coaching is a great opportunity for development, as participants can learn from each other as well as the coach. It works best with groups of 6 to 12 people. Once or twice a month is the preferred frequency, and the coach’s fee is the same as a trainer’s fee would be.
 
4.
Team coaching: When members of a management or other team don’t work well together while the success of the organisation is highly dependent on their cooperation, team coaching can be the solution. The hidden pitfalls of cooperation are brought to the fore and “set right”.
 
5.
shadow coaching: For a period agreed in advance, the coach shadows the client as the client works as usual. At certain intervals or at the end of this period they discuss the coach’s observations and begin to develop more efficient, new management methods together. If they work together for several days, the coach also helps with practising the new methods.
 
The method, which originates from English-speaking countries, has not become entrenched enough to warrant Hungarian terms to describe it. Remote coaching using telephone or Internet-based communication platforms is also on the rise.
 
Coaching sessions may seem rather expensive, but they have a very strong fermenting effect that goes beyond the sessions themselves. In actual fact, clients do the most work on their development in between sessions.
 


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