Coaching at Work Annual Conference 6th July 2016 · 2020-01-13 · 6th July 2016 Holiday Inn, Bloomsbury, London ... 4 The coaching goals lend themselves to evaluation and review

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CoachingatWorkAnnualConference6th July2016

HolidayInn,Bloomsbury, London

Pleasenoteallmaterialinthispresentation iscopyrightedtothepresenter

www.coaching-at-work.com

WO R K I N G T O G E T H E R : C R E AT I N G E F F E C T I V E M U LT I - S TA K E H O L D E R

C O N T R A C T I N G

BY E V E T U R N E R A N D P R O F E S S O R P E T E R H AW K I N S

W I T H O U R T H A N K S T O T H E A C , E M C C , I C F , C O A C H I N G A T W O R K M A G A Z I N E A N D S E V E R A L O R G A N I Z A T I O N S F O R T H E I R S U P P O R T I N

T H E R E S E A R C H

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CoachingatWorkconference,6July2016

WHAT QU E S T ION S A R E YOU BR ING ING?

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1. Howwouldyouratetheamountofindividuallearninganddevelopmentthatyoucreateoriscreatedfromcoaching?(Scale0=low– 10=high)

2. Howwouldyouratetheamountoforganizationallearninganddevelopmentthatyoucreateoriscreatedthroughcoaching?(Scale0=low– 10=high)

3. Howcouldyouincreasethescoregiventoquestion2?4. Inlightofanswertoquestion3whichquestionwoulditbemostvaluableforyoutoaddressthis

morning?(2-3minspairsdiscussion)

WE W I L L…

• Discusstheroleofmulti-stakeholdercontracting

• Sharemulti-stakeholderdilemmasfromdifferentperspectives• Organizationalstakeholders• Individualclientand• Coach

• Examinetheresearchfindingsrelatedto• Impact• Benefits• Challenges

• Offertoptipsandaddtothem4

WHO ’ S GOT A D I L EMMA?

Wewouldliketoworkwithalivecurrentdilemmawhichincludesindividualcoachingandtheinvolvementofthe

widerorganizationalsystem

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D I L EMMA S

• “Ithought Iknewwhatthecoachingobjectiveswere,butthemanagerPaulhascalledmewithoutmyclient’sknowledge, totellmethatthere’sbeennoimprovement. Hiscommentsdon’t relatetoanythingwediscussedinitially.WhatdoIdo?”

Background:coaching arrangedtosupportnewDirectorJanetobecomemorestrategic,andlesshands-on/involvedindetail.Therecentcommentsrelatetointerpersonaldifficultiesandpoorrelationshipwithmoreseniorstaffandpeers.No3-waymeetingwasheld.

• “MyclientsayshismanagerHelenisn’tgivinghimthesupport heneeds toachievehiscoachingobjectives,whatdoIdo?”

Background: thecoaching wasarrangedtosupport Jamesintheskillsofpersuasionandinfluencingonamajorinfrastructureprojectcrucial tothecompany.His“team”ismadeupofmembersfromavarietyofdifferentdepartments;hehasnohierarchicauthority,anddeadlinesarebeingmissed.Inthe3-waymeetingHelenhadagreedtospeaktoherpeerstoensuresufficient timewasmadeavailableacrosstheorganization forparticipation. Thishasnothappened.

• Orchooseyourown6

WOR K ING W I T H OU R C HOSE N D I L EMMA – BR I E F IN G 1

• Selectdilemma– handsup

• Agreeconfidentiality

• Innercircle- assigningrolesasappropriatetodilemma:• coach• individualclient• customers• shareholders• linemanager/otherseniormanagers• peers• HR/L&D• directreports• sector

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WOR K ING W I T H OU R C HOSE N D I L EMMA – BR I E F IN G 2

• Gettingintoplace

• Outercirclenoticing:• theneedsinthesystemandwhethertheyareaddressedorunaddressed• thepatternsthatemerge• the“dance”betweenstakeholders• anyunconsciousbias

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S O HOW DOE S T H I S MATCH W I T H OUR R E S EAR CH

F I N D I NGS ?

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2 0 1 4 E V E T U R N E R A ND P E T E R HAWK IN S R E S E A R C H ON MU LT I -S TA K E HOLD E R C ON T R A C T ING : K E Y OB J E C T I V E S

1. Highlightanychallengesinsettingcoachingoutcomeswhentheorganizationisalsoinvolved

2. Gainparticipants’viewsonwhetherMulti-StakeholderContracting(MSC)hasanimpactonthecoachinganditsoutcomes,andifsohow

3. GainbestpracticesuggestionsfromparticipantsforthemosteffectivewaytocarryoutMSCmeetings

4. Considerwhetheranydifferencesarebasedongeographyorotherdemographics

5. UpdatecoachingsupervisionlatestpracticeincludingwhetherMSCisaddressed,buildingon2006researchbyPeterandGilSchwenk– seeReferences

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Vastmajorityofcoachesaged40+withmostpopularagerange50-69.

R E S E A R C H D EMOGR A PH I C S

Responsesfromcoaches,employing organizationsandclients

Researchallowedforbothquantitativeandqualitativedatawithparticipantsofferinghundreds ofcommentsandsuggestions

569(87%)

52(8%)

30(5%)

Responses

Coaches

Organizationalrepresentatives

Individualclients

53%

23%

11%

13%

Coachresponsesfromeverycontinentwithkeydemographics

UK

Europe(excludingUK)

USA/Canada

Restoftheworld

Overall63.5%femalecoachand36.5%male(butcloserinAsiaandAustralasia,andequalinEurope).Organizationsare73%femaleand27%male.

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K E Y F IN D INGS – C U R R E N T P R A C T I C E

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88%ofcoacheshadexperienceofcontractingin

coachingwhichhadinvolvedathirdparty

beyondtheindividualclient

82%ofcoachesconsidereditgoodpractice

1.4%(7)ofcoachesthinkitispoorpractice

81%oforganizationshadexperienceofsuch

contracting

78%oforganizationsconsidereditgoodpractice

3.1%(1)oforganizationalrepresentatives thinkitis

poorpractice

K E Y F IN D INGS – AT T E NDAN C E , L E NGTH A ND F R E QU EN C Y

• Aroundhalfofcoaches(52%)andorganizations(44%)takepartinMSCatleasthalfthetime

• However40%ofcoachesandorganizationssaythisformofcontractingisstillrelativelyunusual(1in4coachingprogrammesorless)

• Majorityofmeetingsareatleastonehourlong

• Mostlikelyparticipantsaretheindividualclient,HR/L&D/thecoachingmanager,andthelinemanager

• Contextiskey

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‘Who isinvolvedwhenreallydependsonthespecificcontextofthecoachingengagement.Noblackorwhite.Keythingistransparency

tothecoachee atalltimes!’(Malecoach,5-9years,UK,withBlueChip

background).

‘Stakeholdercontractingisneithergoodnorbad, exceptasthestakeholdersandcoach(es)makeitso.Thistypeofarrangementsrequiresexceptionalclarityonthepartof

thecoachtoensureeachpartyisclearabouttheagreementandexpectedresults.’

(Femalecoach,10+years,USA/Canada, CEO/Chair levelbackground invariedsettings)

K E Y F IN D INGS – T H E R O L E O F MU LT I - S TA K E HOLD E R C ON T R A C T ING

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• ensurethateachpersonisawareoftheroletheywillplayinthecoachingrelationshipe.g.individualclient,organizationalrepresentativeandcoach(86%)

• makesurethereisanagreedunderstandingofcoaching(82%)

• bethefacilitatorofthedialogue(73%)

Coachesseetheirmainrolesinthecontracting

meetingto:

K E Y F IN D INGS – T H E R O L E O F MU LT I - S TA K E HOLD E R C ON T R A C T ING

Coach,organizationandindividualclientsagreefourcircumstanceswhenMSCisappropriate:

*NBbreakdown:coach70%,organization35% 15

Theclient’s development: aspartofaleadership/management programme,todevelop skills fortheircurrentrole,tosupportsomeonepreparingtoapplyforpromotionortohelpthemdevelop skillswithout

whichtheymaylosetheirjoborbedemoted1

Theorganizationispaying2

Thecoacheeagrees*3

Thecoachinggoalslendthemselves toevaluationandreview4

K E Y F IN D INGS - IMPA C T

Therewere3keyareasmentionedbycoaches,clientsandorganizations:

1. aligningoutcomestoorganizationalneedsandstrategicdevelopment

2. settingclearandspecificgoals

3. makingthecoachingmorefocussingonoutcomesandaction.

Coachesalsomentionedthatsuchcontractinghelpedthemretainasharpfocusandprovidedbackgroundinformation.

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‘Itraiseskeyissuesthatareoftennotexplicitlydiscussed.Itincreaseshonestyandclarityofobjectives…Ioftenthinkthe3or4waymeeting…isthemostvaluablemomentinthecoaching

programme.…Atseniorlevelsfeedbackismoreimportantbutoftenhappensless.Thesemeetingsalsomakethe

coachmoreawareoftheorganizational context.’

(Malecoach,10+years,Europewithaneducationbackground)

K E Y F IN D INGS - B E N E F I T S

Allthreegroupsselectedthesametopfourresponses:

1. Greaterclarityofoutcomes

2. Agreementonwhatcoachingcan/cannotdeliver

3. Betteralignmentofindividualandorganizationobjectives

4. Ensuringsupporttoapplytheirdevelopmentbackintheorganization

Others:clearboundaries,notworkinginplaceoflinemanagement

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‘Toilluminatethesysteminwhichthecoachingishappening tocoach,clientandstakeholders- tocreateanenvironmentforthecoachingthatincludesthesystemandencouragesfeedbackloopstoinformtheclientandtheorganisation’ (Femalecoach,

10+years,UK,bluechipsector)

‘Avoidsmisunderstandings soallevaluateresultsofcoachinginconsistentway.’(Femalecoach,10+years,UK,seniormanagerbluechipandpublic sectors)

K E Y F IN D INGS - C HA L L E NGE S

Thekeyconcernswere:

1. thatcoachingisbeingusedbytheorganizationtodealwithsomethingalinemanagerhasavoided

2. challengesaroundboundarymanagementbetweenthethreepartiestothecoaching

3. challengesaroundmaintainingconfidentialitysuchastheorganizationsometimesseekingprogresswithouttheindividualcoachee'sknowledgeoragreement,forexamplein"off-line"meetingsorphonecalls

4. challengesaroundsettingoutcomesthatareagreedbetweentheindividualclientandthelinemanager 18

‘Myexperienceisthatitisimportanttoclarifywhatwillbesharedandnotsharedbetweensponsorandcoach.Evenso,somemanagerstrytogetmore

information.Thecontractthenhelpstostatewhatcanbesharedandwhatnot.Socontractingcanreleasesomeofthesechallengesbutthenhelpstoovercomethemsinceanagreementhasbeensigned

inadvance.’(Femalecoach,2-4years, Europe,withamedia

background)

‘Time- ensuringthelinemanagersprioritisethe3waycontracting,Logisticsof3wayscontracting

wherestakeholdersaregeographicallyspread.’(Female,

L&Dpractitioner,UK,charitysector)

K E Y F IN D INGS – TOP C OA C H T I P S

Topthemes Coaches (253)

1. Clarity Beclearonexpectations(ofstakeholder, clientandyourself), boundaries, confidentiality andwhatcoachingisandisn’t.

2.Honesty& transparency Ensurehonesty andtransparencyincommunication.Donotfeartochallengethelinemanagerand/orasktheimportantquestions. Coachthelinemanagersohe/she isabletoprovidemeaningfulfeedback.

3.Leading&planning Taketheleadincontracting.Planahead,provideaclear,concisecontract.

4.Settingoutcomes&measures

Establishcleardesiredoutcomesandmeasures ofsuccess.

5.Impartiality Beimpartial.Listen.Becurious.

6.Engaging& encouraging Engagewiththeclientandstakeholderaspartnersinthecoaching.Encouragetheindividual clienttoleadtheinterimmeetings.ThisisagoodwayfortheclienttostrengthentheirinteractionswiththeirmanagerandHR(4.4%,11).

7.Flexibility Beflexible– respond toindividual circumstancesandstickwithprofessionalmanagementpracticeandresponsibilities (4.4%,11).

8.Beingbrave Bebraveandfirm.Donotfeartowalkawayifstakeholderexpectationsareunrealisable (4.0%,10).

9.Understandingtheproblem Aimtounderstandwhatreallylies attherootoftheproblem(3.6%,9).

10. Rapport&asafespace Puteffortintobuilding apositive rapportandcreatingasafespace(3.2%,8). 19

R E F E R E N C E S

• Hawkins,P.andTurner,E.(2016)ComingofAge:thedevelopmentofcoachingsupervision2006-2014inCoachingatWorkVol11(2),pp.30-35

• Turner,E.andHawkins,P.(2016).CanYouSeeWhatISee?inCoachingatWorkVol11(1),pp.32-37

• Turner,E&Hawkins,P.(2015)GainingmaximumvaluefromexecutiveandbusinesscoachingwhenMulti-stakeholdercontractingtakesplaces.ResearchReportfortheAC,EMCCandICF.Availablefromtheirwebsitessuchashttp://www.associationforcoaching.com/pages/publications/research

• Turner,E&Hawkins,P.(2016)Howtogainmaximumvaluefrombusiness/executivecoachingthrough“multi-stakeholdercontracting”inInternationalJournalofEvidenceBasedCoachingandMentoring, Vol.14,No.2, pp.tbc(http://ijebcm.brookes.ac.uk)

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