the 10 steps to delivering effective coaching ......this coaching e-book is a preview for managers...

(Plus the 101 tips to get you there)

THE 10 STEPS TO DELIVERING EFFECTIVE COACHING IN THE WORKPLACE

This coaching e-book is a preview for managers and leaders in the workplace. The whole point of developing your coaching expertise is to help your teams and workforce to enhance their skills and capabilities. By using coaching skills in the workplace you can support your team members to take ownership and responsibility for their actions.

As a leader, it is easy to give suggestions and jump in when the answers are clear. However, allowing people to come up with their own solutions and to work out their own strategies is far more empowering. Your people need room to grow and make mistakes without feeling pressured. That is precisely what coaching can deliver.

In my view coaching is a way of being with another person. It is a trusting relationship that the coach has with an individual or small group, which might be face-to-face or over the phone. These sessions (usually 45-90 minutes) can also be backed up by e-mail support.

The focus of the coaching relationship is on the individual being coached (coachee) and the coach aims to make interventions to support the coachee to move forward and take responsibility for their own decisions and actions. A coach need not have knowledge or expertise

in any areas of a coachee’s work or occupation but they will be skilled professionals, trained in methods and processes that enable significant development and positive changes to occur. As a manager or leader in the workplace you will know how vital it is to motivate your teams and enhance the skills of the people you lead. Part of your role is to help and encourage your team to be successful.

Using coaching skills in the workplace you support your team members to take ownership and responsibility for their actions. As leaders it is easy to give suggestions and jump in when the answers are clear. However, allowing people to come up with their own solutions and to work out their own strategies is far more empowering. Your people need room to grow and to make mistakes without feeling pressured. Using Coaching skills you will be able to challenge individuals when they falter. Asking open (what? when? where? why? how? who?) and incisive questions encourages them to explore different ways of addressing a problem and to think creatively. Additionally if you build on the success of each individual, it will inspire them to even greater achievements. This in turn increases morale and boosts self-confidence.

+44 (0)1903 756 186 | [email protected] | www.coach4executives.com

‘START’ MODEL OF COACHING: • Stop • Think • Ask • Reflect • Trust

THE 101 TIPS TO GET YOU THERE:

1/ Good forward planning is essential to ensure success.

- (Use my Strengths/Development Areas/Opportunities/Challenges grid see book below)

2/ Ensure the distinctions are clear between coaching, mentoring and management, so that there are clear boundaries for the recipients.

3/ Clarify the reasons for introducing coaching and what it will support/influence such as enhancing leadership behaviours or retaining key individuals.

4/ How when and where coaching will be carried out – logistics – including the need for contingency planning. If rooms aren’t available or sessions have to be cancelled.

5/ What it will address – goals, values, desired outcomes.

6/ How those outcomes will link to organisational vision, values and objectives

7/ Establish and capture roles and agree responsibilities for all stakeholders so that everyone is in agreement and communication is clear.

8/ Ensure clear time frames and deadlines are in place.

9/ Who will be coached (coachees) and how workplace coaches will be selected:

- Who is showing potential? Who needs further support and challenge?

10/ Training needs identified and researched (coach & coachee training and any possible qualifications)


STEP 1SETTING THE SCENE

1/ Use case studies of those who have had a positive experience of coaching

2/ Insert key points into all promotion materials – motivating messages.

3/ Establish key success indicators through questionnaires &/or 360 feed-back at start and end of programme.

4/ Be sure you have the buy in and agreement of all stakeholders. Communicate the benefits and produce robust case studies where coaching has been effective.

5/ Involve both the CEO/Sponsor, the HR director and the leadership teams as far as possible.

6/ Constantly check for understanding and clarity – Is there anything else we need?

7/ Ensure coaching is promoted as a reward for supporting potential – not a quick fix for problems.

8/ Get really specific measurable outcomes to ensure return on investment – eg/ Internal recruitment & retention of key people, less sickness leave, reduced stress and improved teamwork. Enhanced leadership behaviours being exhibited as proven by 360 feedback.

9/ Use positive language around the process and behaviours – unconditional, non-judgemental, respectful, assumption & interpretation free, confidential.

10/ Set up a half day launch to enable all stakeholders to ask questions and get clarity.


STEP 2HOW TO ENSURE THE PROGRAMME IS ROBUST AND SUSTAINABLE

1/ Set up a plan with clear deadlines for training, selection and launch.

2/ Consider agreements and coaching ‘themes’ that can be evaluated.

3/ Set up agreements for coach and coachee to establish boundaries and ensure session confidentiality.

4/ Set timing (monthly?), session length (45mins?) and cover for time away from work.

5/ Ensure systems are in place for continuous improvement and monitoring.

6/ Get promotion through communication department and on notice boards.

7/ Prepare documentation and get sign off from all stakeholders and SLT.

8/ Research coach training or centres offering ILM or CMI Coaching Qualifications.

9/ Select prospective coaches and establish appropriate selection criteria.

10/ Put time aside for coach training and establishing organisational coaching ethics standards and guidelines.


STEP 3PREPARATION

1/ Ask “How can we ensure the programme has a realistic and positive outcome for all stakeholders?”

2/ Encourage coachees to work on a plan that is attainable, measurable and meets their needs in line with the organisation.

3/ Coaches encourage and challenge coachees to think more creatively in a safe non-judgemental space.

4/ Confidentiality will often be referred to and the coach will re-contract if necessary.

5/ After an initial meeting with line manager or HR to establish the focus for coaching any reporting will be carried out by the coachee and not the coach.

6/ The line manager will not be privy to the content of the 1-2-1 coaching sessions.

7/ The coach and coachee will arrange timing, venue and regularity according to the agreements set up by all stakeholders.

8/ The evaluation and monitoring of the sessions will be open and transparen.

9/ If either coach or coachee is unhappy with the selection then ideally they will have an option to select another coach/coachee.

10/ There will usually be session records for the coach and coachee to agree and sign – timing, venue and themes of conversation only.


STEP 4ENSURING THE RESULTS & POSITIVE OUTCOMES OF COACHING PROGRAMMES

1/ Develop your deep listening and reflective skills.

2/ Discover how to be supportive and encouraging even if you know the individual well.

3/ Avoid giving advice and suggestions – that’s management or mentoring.

4/ Be authentic and consistent in your approach.

5/ Ensure confidentiality and boundaries around your dual roles.

6/ Enable people to feel valued and supported.

7/ Align your thoughts and actions with your true values.

8/ Avoid assumptions and pre-conceived ideas.

9/ Be prepared for diverse opinions and ideas that are not aligned with yours.

10/ Allow individuals to take ownership of tasks and results as far as possible.


STEP 5FROM MANAGER TO MANAGER AS COACH

1/ Practice breathing from the diaphragm to calm yourself. Encourage coachees to do this too.

2/ Before sessions take time to become fully present and grounded.

3/ Be in the room/venue on or ahead of time, centred and well prepared.

4/ Check any brief notes you may have taken during previous sessions.

5/ Put aside any previous knowledge or ‘chatter’ about your coachee.

6/ Believe in your coachee’s ability to learn and grow.

7/ Show this belief in your voice tone and focus your attention on them.

8/ Allow pauses and silence to occur during the sessions.

9/ Listen deeply and without your own ‘stories’ running in your head.

10/ Trust they will be able to come up with solutions best for them.


STEP 6THE COACHING SESSIONS AND HOW TO ENSURE EFFECTIVE PROCESS

1/ Eye contact is vital. Use sensitive eye contact and let the person know you are interested.

2/ Watch for gestures as they can be very revealing.

3/ Look out for the way people use their hands to stress a point, perhaps asking for the meaning if appropriate.

4/ Sometimes changing your position in the room or walking outside can change the dynamic of the issue.

5/ Suggest different environments for coaching and see what your coachee prefers.

6/ When posing questions be sure to use a neutral voice tone and body language.

7/ When coaching someone who is very talkative hold one hand palm towards them and gently ask them to pause for reflection.

8/ When dealing with disability ensure the room and environment is safe.

9/ Be sensitive to any movements of the body as this can hold useful information.

10/ Close the session by signalling that there are five minutes to go and then by asking ‘Is this a good place to stop’.


STEP 7NON-VERBAL COMMUNICATION

1/ Time spent using reflective questions after sessions is never wasted.

2/ Ask what effect did my interventions have on the coachee?

3/ What impact did specific questions have?

4/ How did I react to issues or comments from the coachee?

5/ What might I have done differently/more effectively?

6/ Make notes to ensure you are adhering to the ethics and standards of coaching.

7/ Check the Core Competencies on the ICF EMCC and AC websites.

8/ Set up a personal development plan for your coaching.

9/ Research what you can do to continually develop as a coach.

10/ Hire a professional and qualified coach supervisor AOCS (Association of Coaching Supervisors).


STEP 8SUPERVISION AND SELF-REFLECTION

1/ Build on your coaching experience and knowledge consistently.

2/ Do your research when selecting a supervisor to ensure the best fit.

3/ Read up on coaching case studies and evidence of coaching ROI.

4/ Use your own experiences and expertise to write blogs and articles.

5/ Check out the various supervision models 7 Eyed, CIRCLE, Full Spectrum.

6/ Constantly revise and refine your coaching strategy and process.

7/ Use evaluation models such as Kirkpatrick and 360% feedback.

8/ Carry out reviews and get feedback from both coaches and coachees.

9/ Aim to set up coaching as a robust and sustainable process (see book below).

10/ Celebrate coaching success on a regular basis through the intranet and comms.


STEP 9SUPERVISION AND CPD

1/ The GROW model is one of the most widely used in 1-2-1 sessions of 45mins plus

2/ The START model (see book below) is used for ‘on the spot’ coaching

3/ There are a variety of NLP techniques that can greatly enhance coaching sessions

4/ The three main coaching umbrella organisations are: The International Coaching Federation ICF, European Mentoring & Coaching Council EMCC and Association of Coaching AC

5/ Transactional Analysis is a useful and effective methodology to support coaching.

6/ Clean language is an excellent communication methodology to support coaching and removes assumptions

7/ Some useful tools for coaching are: Values questionnaire, Johari Window, SDOC, Wheels, Goal sheets

8/ Some psychometric tests used in coaching are: MBTI, DISC, BELBIN, Honey and Munford, Hogan and Champagne among others.

9/ ‘Coaching at Work’ Magazine and Linkedin group are valuable resources

10/ The ICF and AC mentioned above hold regular group sessions in all major cities


STEP 10MODELS TOOLS AND RESOURCES(see book below for details)

A clear flexible plan should be developed with the lead

practitioner establishing the goals for the programme

and how this will link to the vision of the organisation.

Roles and responsibilities for all stakeholders need to be

discussed and clear time frames established.

The contract will also make provision for who will be

coached, how coaches will be chosen and how the

results of coaching or mentoring will be assessed and

evaluated. The nature and frequency of the sessions will

also be agreed. Effective record keeping is essential to

enable continuous improvement and monitoring. Codes

of practice will clarify expectations and set boundaries.

There is usually a mid-session and final review to

evaluate the outcomes against set goals and objectives.

When setting up the coaching programme it is useful to

remind yourself of the structures and processes involved.

FINAL TIP:

Or for more information, please contact Jackie Arnold at [email protected] | www.coach4executives.com

A COACHING PROGRAMME IS A FORM OF CONTRACTUAL ARRANGEMENT.

ALL THESE TIPS TECHNIQUES STRATEGIES AND TEMPLATES ARE EXPANDED ON AND AVAILABLE IN MY LATEST BOOK:

‘Coaching Skills for Leaders in the Workplace’ Pub: Robinson Aug 2016

the 10 steps to delivering effective coaching ......this coaching e-book is a preview for managers...

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