Coaching in the Workplace

THE 10 STEPS TO DELIVERING EFFECTIVE COACHING IN THE WORKPLACE (Plus the 101 tips to get you there)

THE 101 TIPS TO GET YOU THERE: This coaching e-book is a preview for managers and in any areas of a coachee’s work or occupation but leaders in the workplace. The whole point of developing they will be skilled professionals, trained in methods your coaching expertise is to help your teams and and processes that enable significant development and workforce to enhance their skills and capabilities. By using positive changes to occur. As a manager or leader in the coaching skills in the workplace you can support your workplace you will know how vital it is to motivate your team members to take ownership and responsibility for teams and enhance the skills of the people you lead. Part their actions. of your role is to help and encourage your team to be successful. As a leader, it is easy to give suggestions and jump in when the answers are clear. However, allowing people to Using coaching skills in the workplace you support your come up with their own solutions and to work out their team members to take ownership and responsibility for own strategies is far more empowering. Your people their actions. As leaders it is easy to give suggestions and need room to grow and make mistakes without feeling jump in when the answers are clear. However, allowing pressured. That is precisely what coaching can deliver. people to come up with their own solutions and to work out their own strategies is far more empowering. Your In my view coaching is a way of being with another people need room to grow and to make mistakes without person. It is a trusting relationship that the coach has feeling pressured. Using Coaching skills you will be able with an individual or small group, which might be face- to challenge individuals when they falter. Asking open to-face or over the phone. These sessions (usually 45-90 (what? when? where? why? how? who?) and incisive minutes) can also be backed up by e-mail support. questions encourages them to explore different ways of addressing a problem and to think creatively. Additionally The focus of the coaching relationship is on the individual if you build on the success of each individual, it will inspire being coached (coachee) and the coach aims to make them to even greater achievements. This in turn increases interventions to support the coachee to move forward morale and boosts self-confidence. and take responsibility for their own decisions and actions. A coach need not have knowledge or expertise ‘START’ MODEL OF COACHING: • Stop • Think • Ask • Reflect • Trust +44 (0)1903 756 186 | [email protected] | www.coach4executives.com

STEP 1 SETTING THE SCENE 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/ E stablish 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/ W ho will be coached (coachees) and how workplace coaches will be selected: - Who is showing potential? Who needs further support and challenge? 10/ T raining needs identified and researched (coach & coachee training and any possible qualifications) +44 (0)1903 756 186 | [email protected] | www.coach4executives.com

STEP 2 HOW TO ENSURE THE PROGRAMME IS ROBUST AND SUSTAINABLE 1/ U se 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/ B e 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/ C onstantly check for understanding and clarity – Is there anything else we need? 7/ E nsure 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/ U se positive language around the process and behaviours – unconditional, non-judgemental, respectful, assumption & interpretation free, confidential. 10/ S et up a half day launch to enable all stakeholders to ask questions and get clarity. +44 (0)1903 756 186 | [email protected] | www.coach4executives.com

STEP 3 PREPARATION 1/ Set up a plan with clear deadlines for training, selection and launch. 2/ Consider agreements and coaching ‘themes’ that can be evaluated. 3/ S et 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/ G et promotion through communication department and on notice boards. 7/ P repare documentation and get sign off from all stakeholders and SLT. 8/ Research coach training or centres offering ILM or CMI Coaching Qualifications. 9/ S elect prospective coaches and establish appropriate selection criteria. 10/ P ut time aside for coach training and establishing organisational coaching ethics standards and guidelines. +44 (0)1903 756 186 | [email protected] | www.coach4executives.com

STEP 4 ENSURING THE RESULTS & POSITIVE OUTCOMES OF COACHING PROGRAMMES 1/ A sk “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/ C onfidentiality will often be referred to and the coach will re-contract if necessary. 5/ A fter 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/ T he line manager will not be privy to the content of the 1-2-1 coaching sessions. 7/ T he 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/ T here will usually be session records for the coach and coachee to agree and sign – timing, venue and themes of conversation only. +44 (0)1903 756 186 | [email protected] | www.coach4executives.com

STEP 5 FROM MANAGER TO MANAGER AS COACH 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/ A lign your thoughts and actions with your true values. 8/ Avoid assumptions and pre-conceived ideas. 9/ B e prepared for diverse opinions and ideas that are not aligned with yours. 10/ A llow individuals to take ownership of tasks and results as far as possible. +44 (0)1903 756 186 | [email protected] | www.coach4executives.com

STEP 6 THE COACHING SESSIONS AND HOW TO ENSURE EFFECTIVE PROCESS 1/ P ractice 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/ C heck any brief notes you may have taken during previous sessions. 5/ P ut aside any previous knowledge or ‘chatter’ about your coachee. 6/ Believe in your coachee’s ability to learn and grow. 7/ S how this belief in your voice tone and focus your attention on them. 8/ A llow pauses and silence to occur during the sessions. 9/ L isten deeply and without your own ‘stories’ running in your head. 10/ T rust they will be able to come up with solutions best for them. +44 (0)1903 756 186 | [email protected] | www.coach4executives.com

STEP 7 NON-VERBAL COMMUNICATION 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/ W hen 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/ B e sensitive to any movements of the body as this can hold useful information. 10/ C lose the session by signalling that there are five minutes to go and then by asking ‘Is this a good place to stop’. +44 (0)1903 756 186 | [email protected] | www.coach4executives.com

STEP 8 SUPERVISION AND SELF-REFLECTION 1/ T ime spent using reflective questions after sessions is never wasted. 2/ A sk what effect did my interventions have on the coachee? 3/ W hat impact did specific questions have? 4/ H ow did I react to issues or comments from the coachee? 5/ W hat might I have done differently/more effectively? 6/ M ake notes to ensure you are adhering to the ethics and standards of coaching. 7/ C heck the Core Competencies on the ICF EMCC and AC websites. 8/ Set up a personal development plan for your coaching. 9/ R esearch what you can do to continually develop as a coach. 10/ H ire a professional and qualified coach supervisor AOCS (Association of Coaching Supervisors). +44 (0)1903 756 186 | [email protected] | www.coach4executives.com

STEP 9 SUPERVISION AND CPD 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/ U se evaluation models such as Kirkpatrick and 360% feedback. 8/ Carry out reviews and get feedback from both coaches and coachees. 9/ A im to set up coaching as a robust and sustainable process (see book below). 10/ C elebrate coaching success on a regular basis through the intranet and comms. +44 (0)1903 756 186 | [email protected] | www.coach4executives.com

STEP 10 MODELS TOOLS AND RESOURCES (see book below for details) 1/ T he 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/ T here are a variety of NLP techniques that can greatly enhance coaching sessions 4/ T he three main coaching umbrella organisations are: The International Coaching Federation ICF, European Mentoring & Coaching Council EMCC and Association of Coaching AC 5/ T ransactional Analysis is a useful and effective methodology to support coaching. 6/ C lean language is an excellent communication methodology to support coaching and removes assumptions 7/ S ome 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/ T he ICF and AC mentioned above hold regular group sessions in all major cities +44 (0)1903 756 186 | [email protected] | www.coach4executives.com

FINAL TIP: A COACHING PROGRAMME IS A FORM OF CONTRACTUAL ARRANGEMENT. A clear flexible plan should be developed with the lead evaluated. The nature and frequency of the sessions will practitioner establishing the goals for the programme also be agreed. Effective record keeping is essential to and how this will link to the vision of the organisation. enable continuous improvement and monitoring. Codes Roles and responsibilities for all stakeholders need to be of practice will clarify expectations and set boundaries. discussed and clear time frames established. There is usually a mid-session and final review to evaluate the outcomes against set goals and objectives. The contract will also make provision for who will be coached, how coaches will be chosen and how the When setting up the coaching programme it is useful to results of coaching or mentoring will be assessed and remind yourself of the structures and processes involved. 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 Or for more information, please contact Jackie Arnold at [email protected] | www.coach4executives.com