Getting the best from coaching and mentoring by Fluid September 2010
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Getting the best from coaching and mentoring
by Fluid
September 2010
Page 2
Contents
3-4 Introduction to Fluid5-6 A model of effective coaching7-8 Managing reputation through
coaching9-11 Corporate social responsibility12-15 Building a coaching culture16-18 Success factors for
implementing coaching19-20 Exercise A21-23 Evaluation of coaching24-26 Keeping things confidential27-28 Make coaching & mentoring
work on an international basis29-31 Handling difficult coachees32-33 Using coaching at a time of
change34-37 Self-coaching38-41 Selecting a coach42-44 Leadership coaching45-46 Empower executive coaches47-48 Questions to ask49-50 Challenges for the future51-52 Case studies53-54 Exercise B55-56 Conclusion and questions
Page 3
Introduction
Page 4
Introduction to Fluid• Fluid Consulting Limited (Fluid) is a specialist
human resources consultancy headed by Tim Holden MCIPD
• 10 years in banking• 10 years in Human Resources consultancy• Fluid trading since 2006• The core services provided by Fluid are:
- Retention- Selection- Attraction- Remuneration & Reward - Outplacement- Training & HR consultancy
Page 5
A model of effective coaching
Page 6
A model of effective coaching
• Client-coach relationship• Characteristics of the Client’s challenges• Structure of the Coaching programme• Quality of Coaching interventions• System for Managing resistance• Client-Coach’s organisational setting• Client’s commitment to learning &
development• Coach’s commitment to learning &
development
Page 7
Managing reputation through coaching
Page 8
Managing reputation through coaching
• Contract with the boss about identifying changes
• Engage the whole system• Encourage deeper openness about goals
and achieving them• Encourage feedback• Review with the client how they will
manage reputations
Page 9
Corporate social responsibility
Page 10
Corporate social responsibility 1 of 2
• Think about what would be a good match for your skills or organisational brand
• Highlight win-win situations and promote the benefits of coaching and mentoring in the community to business leaders such as learning new skills, enhancing employer brand and improving employee wellbeing
• Be true to your own values as a coach when choosing and working with clients-don’t be afraid to confront a client or to walk away
Page 11
Corporate social responsibility 2 of 2
• Make it explicit in contracts that you would like to consider the wider impact
• Think about your carbon footprint as a coach-consider telephone and email coaching when appropriate
• Offer discounted rates or free coaching to disadvantaged clients
• Seek out leaders who can have a far-reaching impact as clients
Page 12
Building a coaching culture
Page 13
Building a coaching culture 1 of 3
• Why a coaching culture?• Make the link between the coaching
culture strategy and the core strategy• Build an appreciative and developmental
view of the organisation’s current and aspirational culture
• Consult with the leaders• Develop a select community of
appropriate external coaches
Page 14
Building a coaching culture 2 of 3
• Build an internal coaching capability• Give all managers basic training in coaching
skills• Ensure that coaching is built into all HR
processes and metrics, including performance management
• Explore how a coaching approach can be used by staff at all levels with key stakeholders
• Regularly review external and internal providers, and assess where the organisation is on its coaching culture journey
Page 15
Building a coaching culture 3 of 3
• EMBED A COACHING CULTURE• Get the board to promote its commitment to a coaching
culture in the business plan• Physically go out and talk to senior managers about how
they can use coaching to build business results• Place coaching as a measured competence in the
appraisal process• Keep it practical and down to earth• Design a template that is practical for coaching plans• Publicise internal successes• Reward great coaching practice
Page 16
Success factors for implementing coaching
Page 17
Success factors for implementing coaching 1 of 2
• Developing an organisation-specific understanding of coaching
• Having a systematic approach• Choosing an adequate level of
organisational penetration of coaching• Involving the top• Marketing, branding and approaching
coaching as a positive, developmental tool
Page 18
Success factors for implementing coaching 2 of 2
• Creating win-win situations for all stakeholders
• Achieving full consistency of coaching measures with business strategy
• Ensuring complete transparency of the coaching contract
• Evaluating carefully and effectively• Ensuring high integrity and quality at all
levels
Page 19
Exercise A
Page 20
Exercise A
Page 21
Evaluation of coaching
Page 22
Evaluation of coaching 1 of 2
• Agree objectives• Monitor behavioural changes• Evaluate the effects
Page 23
Evaluation of coaching 2 of 2
• Coach• Coachee• Organisation• Documents• Individual outcomes• Organisational outcomes• Programme processes
Page 24
Keeping things confidential
Page 25
Keeping things confidential 1 of 2
• MEETING 1-Purpose:Allow the two parties to get to know each other and outline goals
• MEETING 1-Outcome: Clear understanding of the purpose and process, identification of possible areas of work
• MEETING 2-Purpose: Provide the client with feedback about him/herself
• MEETING 2-Outcome: Increased self awareness• MEETING 3:Purpose: Provide the client with
feedback on particular areas to work on or improve, provide insight or learning, identify options and review previous actions
Page 26
Keeping things confidential 2 of 2
• MEETING 3:Outcome: Detailed action plans with SMART objectives
• MEETINGS 4 & 5-Purpose: Assess progress against action plan and introduce new actions if appropriate
• MEETINGS 4 & 5-Outcome: Modified action plan
• MEETING 6:Purpose: Review the coaching process
• MEETING 6:Outcome: Evaluation of the coaching programme and determination of future actions
Page 27
Make coaching & mentoring work on an
international basis
Page 28
Make coaching & mentoring work on an international basis
• Engage people from various cultures in the design and roll-out
• Allow for a high level of culture-specific adaptation
• Develop an internal training and support capability
• Match for both difference and similarity• Measure aggressively• Share good practice• Link individual programmes and initiatives
within a strategy of organisational change
Page 29
Handling difficult coachees
Page 30
Handling difficult coachees 1 of 2
• The disengaged• The over-talkative• The defensive
Page 31
Handling difficult coachees 2 of 2
• Remember it’s not a difficult person but difficult behaviours that are in the way
• Use the behaviour as data• Bring the difficult behaviour back into the
spotlight• Tie in the behaviour and its consequences to
what matters to the coachee• Discuss and think through alternatives for the
behaviour in question• Reinforce positive change
Page 32
Using coaching at a time of change
Page 33
Using coaching at a time of change
• Use coaching to support those who are leading the change first
• If you recruit an external coach, make sure they have a business background and understand your environment
• Make sure that HR is operating as a business partner
• Use coaching methodologies thoroughly• Be clear about what success looks like
Page 34
Self-coaching
Page 35
Self-coaching 1 of 3
• Take time to reflect on the big picture, the state of the world and of humanity and where you stand in it. Try to identify the beliefs and assumptions, plus the parental, social, cultural and religious influences that either drive you or make you feel guilty. Imagine removing these burdens from your shoulders; and on your further journey through life, only taking with you those that are still valid or that you value.
• Now take a piece of paper and list those things you truly value. Recall a few times when you felt really passionate about what you were doing. Then ask yourself: “ What I am really good at?”, and list your skills.
Page 36
Self-coaching 2 of 3
• Next, write down the names of one or two people whom you really admire-anyone from your grandmother to a great historical figure. Now list the qualities of each of them that evoke your admiration.
• Lastly, review and reflect on these lists and search for the common ground between them. This will indicate what is truly, deeply important to you and may in turn suggest a more meaningful, more purposeful direction for your life. It could cause you to change your job, but equally it may help you to bring those qualities into your work so that you enjoy your current job more.
Page 37
Self-coaching 3 of 3
• Write down your goals• Show up• Eliminate distractions• Manage your environment• Read every day• Attend a ‘university on wheels’• Use a ‘mastermind’ group• Focus on values• Play more• Practice gratitude
Page 38
Selecting a coach
Page 39
Selecting a coach 1 of 3
• DO• Dig deep in your questioning methods-you’re
trying to understand what the coach brings to their practice and how that fits with objectives
• Ensure the coach has a clear understanding of the purpose of coaching within the context of the organisation
• Think carefully about taking on coaches who insist on using their own coaching assessment tools
Page 40
Selecting a coach 2 of 3
• DON’T• Consider coaches who can’t outline what they
can achieve• Take on coaches who name individuals they
have worked with but not clients• Assume experience counts for everything• Accept qualifications at face value• Consider a coach who does not undertake
independent supervision
Page 41
Selecting a coach 3 of 3
• Proven track record• Cultural fit• Significant experience of working at senior
level in business• Significant level of psychological expertise• Ability to articulate own coaching model
Page 42
Leadership coaching
Page 43
Leadership coaching 1 of 2
• Clarify what the objectives are beforehand so that they can be reviewed and measured throughout-ask executives to keep a record of their development at regular intervals, s they can see the real business and individual benefits of the process
• Encourage and work with management and senior executives so that they are able to coach and impart their knowledge with other team members. This will help all involved to adopt a coaching culture within the workplace
Page 44
Leadership coaching 2 of 2
• Develop a two-pronged approach with defined long and short-term goals that can work alongside each other. This way, leaders will be able to see results relatively quickly (which will boost the programme) while the wider benefits will have an impact over a longer period
• Implementing and running a coaching programme is not enough on its own. Even an effective programme needs to be reviewed and tweaked as time goes on. Ask for, and more importantly, act on executives’ feedback. Find out what they have enjoyed, what is working well and which aspects aren’t
Page 45
Empower executive coachees
Page 46
Empower executive coachees
• Don’t enforce; empower• Ensure people know what it’s all about• Create clear contracts with all parties• Cater for learning styles• Highlight the importance of preparation• Seek regular feedback• Be prepared for difficulties
Page 47
Questions to ask
Page 48
Questions to ask
• What would be the most valuable topic to focus on?
• When you get up out of your chair, what outcome would be most valuable to you?
• What is the current situation?• If you could only take the one option you
believe would add most value, what would it be?
• What will you do when?• Is this an effective use of time?
Page 49
Challenges for the future
Page 50
Challenges for the future
• Clarify what coaching is and more importantly what it is not
• Develop a clearer understanding of how coaching works
• Harness the power of emotions to drive positive change
• Establish a clearer correlation between coaching interventions, performance improvements and organisational targets
• Develop strategies aimed at increasing the number of dedicated internal coaches, including those who are peers of the coachees
Page 51
Case studies
Page 52
Case studies
Page 53
Exercise B
Page 54
Exercise B
Page 55
Conclusion & Questions
Page 56
Conclusion
• Summary• Questions
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