ABSTRACT
The manager can invite requests for assistance, developmental support or coaching from the performer wishing to implement what they have learned. Coaching and mentoring systems adopted by organizations will depend on what objectives have been set. A mentor is available on a structured and spontaneous basis to every performer as and when required. Done well, the performer will look forward to the chance to work through problems in implementing their new skills. Group role modelling is most effective as part of a peer group development system. The personnel and/or training functions can co-ordinate the issue and return of self-completed strategic skills analysis forms. Even the money in self-developmental coaching can become the responsibility of the performer. A much more productive way to harness autobiographical learning is to have managers act as librarians. Informal coaching can only occur effectively if the provider is equipped with the appropriate coaching skills and has prepared themselves to coach at a moment's notice.
