• Creating a Coaching Culture

    MANAGEMENT BRIEF

    THIS WILL SURPRISE REGULAR COACHES BUT ‘COACHING IS THE NEW THING!’ As travel budgets dry up and time for face-to ace training and facilitation gets tighter, there is increasing demand for personalised coaching by phone and skype. The question is what is needed and how do you do it?

    Let is be clear. I am quite an experienced coach but I am not an academically qualified coach.

    However, it is clear that if I wish to continue training and facilitating international business, I will have to become one.

    One of the multinationals I work with is developing a coaching culture. We already do follow-up phone coaching. I have already added a coaching model, which we offer as a follow-up to the face-to-face training. I spend an hour or so on the phone with the delegate about a month to six weeks after the face-to-face training session. What do we talk about?

    Well, the conversation tends to have three parts.

    1. What changes have happened since the course?

    - job description

    - responsibilities

    - reporting lines

    2. What kind of challenges do you currently face?

    - current issues

    - current problems

    - possible solutions

    3. How do you want to develop your own career?

    For this we use the GROW model.

    GROW is an acronym

    G – Goals: Where do you want to be in the next three years?

    R – Reality: What is your situation now?

    O – Opportunities and obstacles: What will help you reach your goal? What stands in your way?

    W – Way forward: What steps do you need to take short term and mid term to move you towards your goal?

    By discussing these. Asking questions and letting the delegate find the answers, it can be a really rewarding session. If the delegate is a non-native speaker of English you can also use the opportunity to help them with heir English.

    What is the advantage of coaching?

    1. It offers added value to the group training/facilitation session?

    2. It offers increased income.

    3. Most importantly, it offers real personal insight into the business because you are dealing with issues at the detailed level of the partner and the individual.

    FOLLOW-UP

    I find it useful not to leave the conversation at that but to send a short email summarising results and key action points. This acts both as a support for the delegate and a reminder for me if I need it.

    CONFIDENTIALITY

    It goes without saying that anything I learn in the coaching session is between me and the delegate. I need to say this because delegates will often talk about personal issues at work.

    COACHING QUALIFICATIONS

    The key qualifications recognised by the multinationals I work with are these.

    However, I have also come across a very practical training programme run by Alison Haill at Oxford Professional Consulting She has also brought out a practical training manual. It is called, ‘The S-Factor – a coaching handbook, and you can get it at by ordering online at Info@oxfordprofessionalconsulting.com

    To learn more about the GROW model, go here.

    http://en.wikipedia.org/wiki/GROW_model

    1 Comment

    • 1. May 12 2012 12:01AM by Alison Haill

      Thank you Barry and I agree with you that coaching is a must after training. In fact research shows that coaching after a training course raises learning by 400%. Given the current economic climate and with training budgets being cut it's vital to maximise the return on any training an organisation chooses to do. Coaching is a great way to get the maximum benefit from any development investment.

      My own experience shows that any kind of 1:1 conversation about implementation is helpful after a training course. But I really find that using coaching skills makes it more valuable for the learner still.

      But as well as its role after training, coaching is a powerful way of motivating an individual, developing their thinking skills, confidence and problem-solving.

      It's for this reason that we are committed to passing on real coaching skills throughout the corporate and education sectors.. We've created a number of programmes that meet this need and these include introductory seminars for those wanting to find out more about coaching in the workplace, 2-day workshops for managers and teachers wanting to understand how coaching skills can better help them lead, coaching CPD (Continuous Professional Development) sessions, and advanced courses leading to respected coaching qualifications from the Institute of Leadership and Management (ILM).

      I see coaching as a way of conducting a very powerful 1:1 conversation in a short time. So we teach a very practical approach and that's the reason we became accredited trainers to offer the coaching qualifications from the ILM. They are not overly theoretical, focusing on practical skills and processes which produce results in the workplace.

      Practise is key. Like any other skills, if you don't practise coaching regularly, you lose your confidence. And then you don't WANT to practise. That's why I wrote my first coaching book The S-Factor A Coaching Handbook - to act as a guide and prompt for my "trainee coaches". It's got all the basics they learn on the coaching skills course, in a clear format so they can quickly find a reminder.

      We advise coaches to "buddy coach" or coach for free if they haven't got any clients. Because you must keep your hand in, if you want to get good at the skills. If you're a manager you can coach each member of your team each month with a weekly follow-up. This will build your team's skills whate

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