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Module 12:Building Relationships and

Networks

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Certificate IV in Workplace and Business Coaching (22174VIC)

Module 0:Introductory Workbook

© Open Door Coaching Technologies Pty Ltd, Version 1.0 02/19© Open Door Coaching Technologies Pty Ltd, Version 1.0 05/14

Table of contents

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Table of contentsTHE OPEN DOOR COACHING GROUP................................................................................................................2

TABLE OF CONTENTS.............................................................................................................................................3(12-1) WELCOME TO MODULE 12!............................................................................................................................5

LEARNING OUTCOMES..................................................................................................................................................5ASSESSMENTS..............................................................................................................................................................5

(12-2) WEBINARS............................................................................................................................................................5(12-3) BUILDING RELATIONSHIPS AND NETWORKS.........................................................................................7

CREATING THE LINKS!.................................................................................................................................................7CREATING TRUST!........................................................................................................................................................9THE OLD DAYS OF NETWORKING VS. BUILDING RELATIONSHIPS!..............................................................................10(12-4) BUILDING CUSTOMER LOYALTY..........................................................................................................................11(12-5) THE CHANGING WORKPLACE ENVIRONMENT......................................................................................................12(12-6) THE IMPLICATIONS FOR COACHING!....................................................................................................................14

(12-7) TIME TO GO AND COACH!............................................................................................................................16

COACHING DEMONSTRATION #3......................................................................................................................18

YOUR SUMMARY AND REFLECTIONS.............................................................................................................18

Chapter 1Introduction


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Chapter 1Introduction


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Chapter 1 – Introduction

(12-1) Welcome to Module 12! Learning outcomes

In this module we will be thinking about how to apply coaching principles to building effective workplaces and relationships.

We will look at a number of key concepts including:

The importance of trust

Reflecting on our own networks and relationships

How the changes to our workplace environment are influencing networks and relationships

The implications for coaching

Assessments

(10535NAT) Certificate IV in Workplace and Business Coaching

If you have enrolled in the (10535NAT) Certificate IV in Workplace and Business Coaching qualification, you need to complete all the questions and activities in this workbook to achieve partial assessment and competency in the unit(s):

BSBREL402 – Build client relationships and networks

You can download the workbook from the online portal and your completed workbook needs to be submitted via the Open Door Online portal.

If you require further information on the unit of competency including the performance criteria and any assessment tasks, please contact [email protected].

(12-2) Webinars When you go to the Open Door online portal you can:

Watch webinars to refresh the content

Take a look at other resources that we post for you on the topic including coaching demonstrations.

Chapter 2Building Relationships and Networks


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Chapter 2 – Building relationships and networks

“Managers have traditionally developed the skills in finance, planning, marketing and production

techniques. Too often the relationships with their people have been assigned a secondary role. This is too important a subject not to receive first line

attention.”William Hewlitt

(12-3) Building relationships and networksCreating the links!

Building relationships and establishing networks is one of the major topics of coaching in today’s workplace, particularly as people move into more senior management positions and above. It is very common for people to discover that the technical skills that have brought them so far in the organisation are now not sufficient to take them further forward in the organisation.

Think about the scientist who all of his (or her) life has been able to focus on doing science. As he moves into the more senior roles he has to write tenders, put forward proposals, speak to ‘business people’ who control the budget and convince the ‘lay person’ to continue to invest in their project.

In the past, he hasn’t necessarily needed to build networks and relationships. Now his attention is drawn to the ‘political landscape and agenda’, return on investment, ‘getting the ear of the Director’ or the right people, influencing and negotiations, building business acumen – all in the pursuit of continuing the science and their life’s work.

Now, more than ever we need to build relationships and networks, not just to get ahead and get the next job, but because it’s also one of the primary ways that we learn and develop.

We learn through networks, through working with other people and by connecting. Our workplaces are a group of connections or in some cases, a group of broken links. I think of silos in the workplace as basically broken links between departments or as broken networks or relationships between people in departments.

So, coaching plays a significant role in creating the links, in creating the connections between people and rebuilding links. A lot of your coaching will be about those relationships and connections.


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There are so many ways to create these connections, both face to face and online today. You might create network opportunities through a number of different means including:

Government, industry and professional associations

Trade shows, conferences, briefings and other professional development activities

Existing groups or networks that you are introduced to

Businesses and individuals that you meet along the way or are introduced to

Your network and connections may be formal or informal. The challenge is to find the right forums and networks and means of networking that works best for you and then to maintain that network so that it becomes a source of enhanced business and personal knowledge.

1. What role do you see coaching playing in creating links within organisations?

2. In what way can establishing relationships promote learning?

3. What formal or informal networks do you participant in?

4. What kind of networking approach works best for you?

5. What opportunities are there in your workplace to create networks?

6. How do you maintain your network so that it becomes a source of business and personal knowledge?


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Creating trust!

When you think about your successful relationships in the workplace and people who you would consider part of your ‘inner network’, there are a number of binding ingredients or principles. As we show in the diagram below one of the most important things that determines whether you are ‘in’ the inner circle (within a workplace or personal context), or more towards the fringe is ‘trust’.

The coaching relationship (and any great workplace relationship for that matter) is based on trust and mutual respect. We build rapport with the person, team or organisation and we have a common purpose that we are working towards. We work together in a spirit of collaboration. And of course, some of our coaching will be with individuals and workplaces where this is not happening.

Chapter 2 – Building networks and relationships

© Open Door Coaching Technologies Pty Ltd, Version 1.0 02/19 Module 12 - of 18

The old days of networking vs. building relationships!

I remember some of the ‘cringe-worthy’ days of networking where people used to do ‘elevator speeches’ and hand out millions of business cards to people that they would (likely) never meet again or even contact. And I also remember the really quality networking events where we had the opportunity to really make a connection and look for ways to build a relationship or work together.

You will find in the workplace a number of coaching opportunities where people know that they ‘have to go out and network’ but they are really reluctant to do so.

It is a necessary skill for our workplace and many of our relationships and networks are built today without even meeting the person face-to-face.

So perhaps the word ‘networking’ needs a reframe to ‘building relationships and connections’.

If you are coaching a person around building a network then there are some really good coaching questions you can use:

What’s your preference for building relationships (note the reframe)?

How do best get to know people in the workplace?

Who do you want to build a relationship with, and for what purpose?

What is that person’s preference?

Who can make an introduction for you and what do you want them to say?


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(12-4) Building customer loyalty

Once we have built our networks and relationships it is useful to think about how we continue to foster those relationships and build customer loyalty over time. In the workplace this may be with internal or external customers and many organisations have specific client loyalty strategies and service standards in this regard.

Examples of customer loyalty strategies may include:

Financial incentives and special offers

Premium services and private or dedicated facilities

Formal loyalty programs, rewards and

We don’t really see the above customer loyalty strategies being applied to coaching in the workplace. However, it is useful to reflect on:

‘What are the many ways that you can add value to a customer and potentially exceed their expectations to build a loyal client base over time?’

And

‘What level of service to you want to bring to your clients?’ or ‘what is your service standard?’

Having a service standard can address common issues that a customer might experience including things like returning calls, frequency of contact, applying refunds and managing changes or cancellations.

1. What strategies can you think of that build loyalty in coaching?

2. How can you add value to your coaching clients?

3. What feedback have you received about your levels of service to your clients?

4. What improvements, if any, can you make to the way that you provide service to your clients?


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(12-5) The changing workplace environment

The ideas of building relationships, networks and trust become even more important when we think about how workplace environment is changing. We know that changes in our workplace environments are being driven by a number of elements including:

Technology changes – the massive need for more access to work and people, at different times and across time zones;

The change in the demographic make-up of our organizations;

The need for flexibility in our work practices to allow for more diversity in the workplace;

External changes such as change of government, legislation and compliance requirements;

Factors like cost cutting measures; for example, cuts to travel and accommodation budgets that are now driving the need for the use of technology for meetings, rather than face to face meetings.

What other changes do you see driving the need for relationships, networks and trust in our workplace environment?


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Further to this, Harold Jarche (Keynote speaker at AITD National Conference 2014) suggests that ‘thought leadership is now coming from the fringe of our organisations – from a community of practice on social media and networked professional communities’.

He says ‘we are seeing the emerging networked society (that is) a movement from a market-dominated society to a network dominated society, but we don’t have the organisational structures to enable this’.

Jarche’s diagram above depicts movement from the structured and hierarchical organisation that is goal-orientated and collaborative where the focus is on work and projects, towards the informal and networked workplace environment that is opportunity driven and cooperative, where the focus becomes community of practice and social networks.

Jarche is not making a commentary on ‘right or wrong’, his two messages are:

‘If we prevent people accessing opportunities for community of practice and social networking, we will be surpassed.’

‘The primary role of anyone who is trying to support learning in organisations is to create community of practices. It’s a safe place to learn and grow.’


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(12-6) The implications for coaching!

So we have presented a number of concepts the module so far, and now it’s time to think about ‘what are the implications for coaching?’

Best practice would suggest that as leaders we have to get outside of our organisations, to learn and to grow, and to bring best practice and learning from outside of the organisations.

Our society and workplaces and people are craving collaboration, engagement, working together, yet many are still focused on competition and ‘protecting information’.

Coaching brings a number of benefits as an enabling tool-kit in that:

Coaching and coaching conversations play an important role to bring people together.

Coaching enables relationships and trust to be built.

Coaching is a focus on building rapport and understanding each other’s differences.

Coaching is a focus on strengths.

Everyday coaching conversations build relationships across the organisations, and in turn, build the connections and networks within organisations.

Chapter 3Putting it Into Practice


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Chapter 3 – Putting it into practice

“Take advantage of every opportunity to practice your communication skills so that when important

occasions arise, you will have the gift, the style, the sharpness, the clarity, and the emotions to

affect other people.”Jim Rohn

(12-7) Time to go and coach! As we have done with other modules, here’s an opportunity to put your coaching into practice. For this coaching session apply your learnings about building relationships and networks to your coaching. Answer the question on the following page as a personal reflection or coach a person using the questions.


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1. What are the important ‘principles’ for you that bring people closer to you in the workplace?

2. How do you build trust in the workplace?

3. How does coaching assist with building trust in the workplace?

4. What networking or professional associations do you participate in?

5. What do you bring to your network (what are you giving)?

6. What benefits do you derive from your networks that benefit yourself, your team or your organisation?

7. Are there any areas of your network that might need attention?

8. Are there any aspects of your organisational policies, procedures or processes that you need to consider when you are developing and maintaining networks?

9. What are some great questions you can ask at a networking function (rather than ‘what do you do’)?

10. What active contribution do you (or have you made in the past) towards a business related network? If you haven’t participated, what might be the benefits? And when can you do it?


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Coaching demonstration #3 This is a chance to demonstrate your coaching skills.

If you are doing your course ‘face to face’, your facilitator will be listening to your coaching and providing feedback. You do not have to record your coaching, but you do have to note your key learnings using the template.

If you are doing your course online, this is the third recording that you are required to submit. You need to record your coaching session using your advanced coaching models and submit your coaching for feedback. We prefer that you upload MP3 or audio files. You will upload your recording in the module ‘CIV Coaching Recordings’ in the lesson ‘Upload Coaching Recording 3 here’

Your coaching should:

1. Demonstrate the use of your coaching models

2. Demonstrate you getting really clear about the goal with the client

3. Demonstrate your rapport building skills

4. Demonstrate how you really listen to the coachee (we don’t want to hear you chopping the person off, telling them what to do, speaking over the top of them).

“Give a lecture to a thousand people. One walks out and says “I’m going to change my life.”

Another one walks out with a yawn and says “I’ve heard it all before.” Why is that? Why wouldn’t

both be affected the same way? Another mystery of life.”

Jim RohnYour summary and reflections Think about your key learnings from this module and capture your reflections in Open door online to finalise your module.

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