Act.3 Corporate Brochure

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Act.3 is a Bahraini based company specialising in business and personal coaches and coaching

Act.3 is a Bahraini based company specialising in business and personal coaches and coaching

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  • 1. 1
  • 2. Coaching in all its forms...
  • 3. CONTENTS 04 Act.3 Overview 07 What is Coaching? 08 The 10 Types of Coaching 10 Choosing the Right Coach 11 Why Should Organizations Employ a Coach? 11 Why Should Individuals Work with a Coach? 13 What Happens During a Coaching Session? 16 Medium - Long Term Solutions 17 Case Studies 22 Why Should you Partner with Act.3?
  • 4. Act.3 is a Gulf-based company which markets coaching for both personal and corporate clients. Act.3 combines knowledge of the region with coaching expertise from the UK, the US and the GCC to create an association which benefits everyone. Founders Shirley Dockerill 12 years experience in Training & Development, preceded by 15 years in Customer Service 25 years experience in the GCC Qualified Coach, member of the Association for Coaching (AC) Qualified psychometric tester MSc PGDip in Mkt Member of the Chartered Institute for Personnel & Development (CIPD) and the Chartered Institute for Marketing (CIM) shirley@act3associates.com Vincent Leahy 30 years experience in education & training 16 years experience in the Middle East Qualified Coach, member of the Association for Coaching (AC) Lecturer at the Open University (OU) Business School & Guest Lecturer at the University of East Anglia; Norwich Business School MSc MA PGCE BA Chartered Member of the Chartered Institute for Personnel & Development (CIPD) vince@act3associates.com 04
  • 5. “ “ You really have made a huge difference and I am forever grateful. Act.3 Client 5
  • 6. Why Should you Partner with Act.3? We work with your needs and preferences. Not ours. We always suggest individualized solutions and strategies which work with you, as well as for you. We supply highly experienced and qualified coaches, who use a range of approaches. We provide a measurable and demonstrable Return on Your Investment. “Working with a coach has helped me make some very important decisions about where my career is, where I want it to go and importantly given me the self-confidence and skills to work towards that goal. I am certain that without Vince’s help and guidance I would not be in such a happy and “ fulfilling position now, both personally and professionally. Meeting him was probably the best thing that has happened in my career to date. Act.3 Client Why Should you Work With Act.3? Every Act.3 coach supports the development of our client’s skills, resources and creativity. This means every single coaching session is focused directly on you - your needs, your goals, your wins, your aspirations, your corporate culture and your life. You set the agenda based on what is most important and then work with your coach on these plans and goals. 06
  • 7. Coaching takes a problem situation and turns it into a project, enabling the client to move forward with a clear sense of purpose. Passmore, 2006 What is Coaching? “A collaborative solution-focused, results-orientated and systematic process in which the coach facilitates the enhancement of work performance, life experience, self-directed learning and personal growth of the coachee.” Coaching helps you improve your current skills, learn essential new skills and transform relevant Association for Coaching (AC), UK values, beliefs and behaviours in your personal and organizational life. “Professional coaching is an ongoing professional relationship that helps people produce extraordinary results in their lives, careers, businesses or organizations. Through the process of coaching, clients deepen their Coaching gives you the opportunity to work with a focused professional, to learning, improve their performance, and enhance their quality of life. In each set relevant goals and to work towards the changes and improvements you meeting, the client chooses the focus of conversation, while the coach listens and want to make in your life. contributes observations and questions. This interaction creates clarity and moves the client into action. Coaching accelerates the client’s progress by providing greater focus and awareness of choice. Coaching concentrates on where clients are now and what they are willing to do to get where they want to be in the future.” International Coach Federation (ICF), USA 7
  • 8. 08
  • 9. 10 Types of Coaching Coaching can be divided into 2 main areas; personal and professional. 4. Specialist/ Technical These 2 main areas can be further divided into 10 types, all of which can be Focuses on a specific technical area. Develops skills, knowledge, confidence provided by Act.3 and awareness in these areas. Examples include, but are not limited to: marketing, stress, health, music, conflict, Human Resource Management (HRM), communication, career, academic, etc. 5. Neuro-Linguistic Programming (NLP) Creates an awareness of the links between thoughts, communication, behaviour and emotions. Using models of excellence; new ways to think, communicate and behave are formed. 6. Team Works with teams to define goals, improve performance, facilitate discussions and reflect. Highlights processes with the aim of enabling self-coaching and teams to function effectively. Corporate Personal 1. Behavioural-Performance 7. Solution-Focused.Therapeutic 2. Cross Cultural 8. Life/Health 3. Executive 9. Transpersonal/Holistic Personal Coaching 4. Specialist/Technical 10. Sports 5. Neuro-Linguistic Programming 7. Solutions-Focused/ Therapeutic 6. Team Facilitates personal growth and change through the application of one or more specific approaches. Uses a specific approach, e.g. Cognitive Behaviour, Gestalt, Positive Psychology, Clean Language, Ontological, Eclectic, to identify and construct solutions to personal issues. 8. Life/ Health Business/ Corporate Coaching Helps clients move towards life decisions reflecting their personal values and priorities. Uses key areas of change to determine and achieve personal goals, 1. Behavioral-Performance empowerment and more fulfilling and/or healthier lives. Develops organizations and individuals within organizations. Using the GROW model (Goal, Reality, Options, Wrap-up) along with inquiry, reflection, discussion, 9. Transpersonal/ Holistic facilitation, feedback and guidance. Using a combination of mind, body and soul, identifies links between individuals, families, communities and organizations. Connects an individual’s 2. Cross Cultural personal growth, higher ideals and ethics to the larger whole. Looks at culture and cultural assumptions. Develops awareness of diversity at organizational and national levels to encourage change and improve performance. 10. Sports Improves an individual’s sporting performance. Focuses on physical and 3. Executive technical sporting skills, as well as the psychological factors associated with Improves professional performance, personal satisfaction and the effectiveness of sporting success. the client’s organization. Helps managers and leaders develop and achieve an identified set of goals. © Leahy & Dockerill, 2009 9
  • 10. Choosing the Right Coach When you choose a coach you want to be sure they’re able to work with you and have your best interests at heart. At all times. Using a qualified and experienced coach ensures your coach understands and can ethically apply different coaching methodologies directly into your personal situation. It also means they’re able to draw upon their previous coaching experiences as well as their theoretical knowledge. When you choose to work with an Act.3 coach you can be sure they are not only fully qualified, but are also current members of either the UK Association for Coaching (AC), the American International Coach Federation (ICF) and/or another professional association. This means all Act.3 Associates work to a strict code of professional conduct and ethics. Act.3 chooses its Associates because of their: • Qualifications & Awards • Coaching Experience • Cross Cultural Empathy & Understanding • Energy & Professionalism • Passion; “Coaching is my Vocation” “ Having experienced the benefits of coaching I am likely to seek further training in coaching skills “ and to encourage colleagues to do the same. Act.3 Client 10
  • 11. Why Should Organizations Employ a Coach? Why Should Individuals Work with a Coach? In today’s market place, staying competitive means doing many things at once: In most people’s lives there comes a point where you want things to change, but using creativity, solving complex problems, ‘wowing’ your customers and changing you aren’t quite sure how to go about changing them. with the times. Having a coach means your assumptions and established ways of thinking will be All of which are carried out by your employees. challenged. The aim being to help you see, try or contemplate new possibilities. Whilst it is said 20% of our performance relies on our technical skills, the other Having a coach will also mean concentrating on developing you and your skills. 80% comes from employee engagement and a passion for work, as well as per- By concentrating on you and your skills, your coach will have very little emotional sonal skills such as decision-making, commitment, enthusiasm, mental toughness, involvement in the decisions you make. Mostly it is the client who creates the reliability and self-confidence. connections and insights and makes their own decisions and is the motor for change. “Machines stay put, but people can walk at any time.” And so it goes without saying companies who value their employees and engage them in their workplace gain a crucial competitive edge. By choosing to use a coach for change it’s likely you’ll now: • Stop putting up with what isn’t right Because managers develop their employees and because this directly impacts your bottom line, it makes sense not to leave this to chance. Employee develop- • Increase your self-confidence ment must be managed if positive bottom line results are to occur. • Set achievable goals • Take immediate action Coaching allows your organization to engage your employees, as well as develop- • Allow changes to occur ing their personal and inter-personal skills. “ I seek to help develop personal and leadership performance “ in or out of the workplace and believe it is almost always possible to maximize individual performance through developing appropriate behaviours and attitudes. I inspire to I work with senior executives and private professionals sharpen focus, adopt a positive, forward thinking approach addressing the interference that degrades performance. “ to facilitate the alignment of personal and organizational (if relevant) priorities and values. Clients benefit by having a massive increase in self-awareness and acceptance of Act.3 Associate “ responsibility, leading them to maximize their performance as well as fulfillment. This in turn results in ‘bottom line’ improvement in the business context. Act.3 Associate 11
  • 12. Act.3 Coaches help n Identify areas for personal development n Support coachees through periods of change n Improve performance and motivation n Enhance competencies and skills n Align personal and professional values n Develop interpersonal communication n Change self-defeating attitudes I work with professional people on finding solutions to emotional and stress problems. The benefits clients get from working with me are: increased personal effectiveness and a better relationship with themselves and others. 12
  • 13. What Happens During a Coaching Session? Every single Act.3 coach supports the development of our client’s skills, resources and creativity. This means every single coaching session is focused directly on you - your needs, your goals, your wins, your aspirations, and your life. your aspirations and You set the agenda based on what is most important to you and we work together on your plans and goals. “ Often there is something really important you want to change and a coach will ask you these 3 key questions among many others: 1. Where you are now? 2. Where do you want to be? My philosophy is to use my skills to listen, to 3. How you are going to get there? support, to question in a non confrontational, Coaching always takes place in a private, comfortable and safe environment and can take place face-to-face or through video conferencing (e.g. VoIP, Skype. e.g. VoIP, Skype. yet quietly challenging way and to build rapport and mutual respect very quickly. “ Act.3 Associate 13
  • 14. I listen well and allow my clients space to empower themselves. I am certain that people heal themselves but they may have lost their way and sometimes What Happens During a Coaching Session? need a signpost to point them in the right During a coaching session you can expect your coach to: direction. n ask focused questions about your needs, goals & aspirations Act.3 Associate n challenge you just enough to get you moving towards your goals n support you as you take on new challenges and growth n offer feedback to give you new perspectives n ask probing questions to start you thinking in new ways n guide you through exercises to build self-awareness and insights. Act.3 coaches give people a good listening-to and provide safe environments for people to learn about themselves and their needs. Our coaches always follow-up after a session and will always offer you feedback about how you, your skills and your performance are changing. 14
  • 15. Timings Each coaching session lasts about 90 minutes and to start with a series of six sessions is suggested. Coaching contracts are always drafted before the first session to ensure clients are happy with the process. If, once you’ve completed these six sessions, you think you’d benefit from further coaching we recommend you re-contract with your coach for a specific number of additional sessions (usually no more than six). One of the key aims of professional coaching is to help clients develop an ability to assess what is needed next. The Coaching Process Every client is different. In principle I explore the problem and the most important thing is then for the client to define the desired outcome. Once there is a clear goal, the means of attainment becomes evident. Act.3 Associate 15 15
  • 16. MediumgLong-Term Solutions Coaching can be life changing in a very short time and many clients have reported that suddenly, ‘‘the light came on’’. However, coaching is not just a short-term solution. It doesn’t work overnight and shouldn’t be used as a knee-jerk reaction, or as a last resort. Like all things that are able to get to the heart of the matter, the coaching process is not instantaneous and should be used with long-term growth in mind. Typically this happens through a series of 1-to-1 coaching conversations, held over a number of months. These sessions are aimed at helping clients develop; it’s definitely not about being taught by the coach. Although there are many coaches who do provide technical guidance, your coach doesn’t always need to be a technical expert. However, no matter what subject you are being coached on, your coach will challenge your assumptions and your established ways of thinking and reacting. One of the key aims of coaching is to help clients see/ contemplate/ try new possibilities. This is not always a comfortable process, simply because a good coach will challenge the established ways of doing things. Within a short time you should start to see improvements in your own knowledge, attitudes, skills and habits, as well as your ability to lead / manage / communicate with your team. Personal development always develops the organisation or business. You may want to contemplate what you could have changed in the past 18 months, with the help of a coach. “What could you have changed in the past 18 months? “ 16
  • 17. Act.3 Case Study 1 Organisation : Scientific Research Institute Business Type : National / Government Location : United Kingdom Situation / Background The Board of a National Scientific Research Institute recruited a new CEO to initiate change. The organization was inward looking and cocooned in a culture isolated from the realities of modern research and business operations. Government funding, upon which the organization relied, was to be dramatically cut and the Institute faced probable closure, whilst the staff continued to believe they would be employed for life. Task The new CEO was faced with changing the organizational culture so it not only survived, but generated income. The task was huge, particularly as the senior staff initially did not support the change and the Board were unclear as to how to move forward. Action CEO exasperation fuelled the appointment of an external coach who worked with the CEO on clarifying the situation and then identifying what the future organization looked like. Having established a series of clearly defined goals, the coach worked with the CEO on the principles of change, particularly the need for good communication and the use of a leadership style which, ‘pulls’ senior staff, rather than directs or, ‘pushes’ them. The CEO had little problem in formulating a concise vision and direction, but communicating the need for change and overcoming objections proved more challenging. The coach worked with the CEO on his Emotional Intelligence (EQ) and the need to develop an empathetic relationship with the senior management team (SMT). A series of group coaching sessions for the SMT were held, resulting in an acceptance of responsibility and an awareness of the abilities and behaviours of each member. Concurrent with the CEO’s sessions, a series of 1-to-1 coaching sessions with the SMT took place. These concentrated on communication, the need for cultural change and their part in the process. The outcome of these sessions gave the CEO renewed confidence in the SMT and encouraged him to share responsibility and communicate his vision and direction to the staff. The SMT felt included in the change process and were able to articulate this to the staff with a positive attitude. Results As a result the organization is now generating sufficient income to concentrate on specialist areas of research and has won funding from as far afield as Australia for specific projects. A competitive scientific culture now exists and bright new scientists are keen to join the organization, whilst the CEO has been headhunted for a similar international organization in Mexico. 18
  • 18. Act.3 Case Study 2 Organisation : Hurst Community College Business Type : Education Sector Location : United Kingdom Situation/ Background The Hurst Community College is a large educational institute in North Hampshire which caters to 11-16 year olds. The college wanted to develop the performance and motivation of both academic and support staff, with the aim of meeting the higher management standards set by the UK government. One of the leadership team had been coached 1-to-1 and had experienced change and greater performance, as well as an increase in their job satisfaction as a direct result. Consequently, the Senior Leadership Team (SLT) felt developing coaching skills was the best use of scarce resources to meet their goal. Task The SLT decided to develop teams of coaches to work on improving colleagues’ performances. The aim being to develop internal coaches with the skills, knowledge and attitudes to successfully coach others. Additionally, the process helped the SLT to decide how to best implant coaching into the college culture successfully. Action A 4-day coach development course was created and psychometric assessments were used to develop staff self-awareness. The school put together four groups of 6 Senior and Middle Leaders, including the Head Teacher and Deputies. Each group undertook three days training, one day per term, of intensive personal development and coach training. This was then supported with an additional day, once the formal course had been completed. This additional day was part of a negotiated curriculum whereby each group decided upon the additional day’s activities to help embed coaching skills and provide further relevant training. Results As a result of developing a coaching programme the school has improved its staff development and performance. It has also built a strong brand in a very competitive recruitment area, as well as positively improving retention levels with Middle Leaders. The coaching initiative has attracted additional governmental funding to help create coaching initiatives and leadership development in primary schools within the catchment area. The Senior Staff have reported coaching has had a significant impact on the quality of relationships and communication within the school and are now implementing coaching skills as part of the college’s Performance Management System (PMS). 19
  • 19. Act.3 Case Study 3 Organisation : Food & Beverage Company Business Type : Fast Moving Consumer Goods (FMCG) Location : Kingdom of Bahrain Situation/ Background A new CEO took on the leadership of the company and decided to change the organizational culture, with an emphasis on leadership development. The company had a history of previous CEO’s creating hierarchical control structures with a strong blame culture. The company also had a history of resisting change and had experienced a long period of declining market share and difficult employee relations. In short the business had failed to adapt to meet changing customer and market needs. Task The CEO identified the need to change the attitudes and habits of the senior team. This was to ensure managers were developed to take on leadership roles within the various parts of the business, enabling the business to change and to move forward. The new CEO also faced the difficult task of updating the range of products currently offered and refocusing both the sales and marketing functions. Action The CEO decided a new approach to leadership development was needed; one that identified and developed the skills of the multi-cultural team and encouraged the internal leaders to take responsibility for the development of their section’s supervisors and staff. The CEO also identified the need to highlight the current strengths and weaknesses of the managers. It was decided to find a coach with cross-cultural Middle Eastern experience and who was able to create a blend of appropriate development methods needed to achieve the desired organizational goals. Initially the coach worked with each manager, meeting them over a period of several months. A series of psychometric assessments were used to identify leadership and management styles, as well highlighting the importance of personality in thinking, communication and decision-making. The purpose of this approach was to develop trust and rapport between the managers and the coach before the 1-to-1 intensive coaching began. During this initial period team-training events also took place. The team were given results and feedback from psychometric tests which focused on the assessment of individual and organizational leadership and management styles. The goal of this part of the development process was to build a shared understanding and vocabulary around development, leadership and change. 20
  • 20. Results The individual assessments and feedback, as well as team assessments and feedback gave each manager a boost in confidence in their own abilities, as well as gaining a personal commitment to actively engage with the organizational development and change process. The 1-to-1 coaching process is currently on-going and has focused each manager’s attention on their own development, as well as how they are currently facilitating development and change within their own area of the business. One of the immediate outcomes of the process has been an awareness of how, as individuals, each manager contributes to the effectiveness of the management team in driving change and bringing quality of leadership into the business. 21
  • 21. Why Should you Partner with Act.3? Using our regional knowledge and HRD experience in the Middle East and Europe, along with integrity and ethics we are able to provide you with: 4 Customized coaching solutions for both individuals and companies 4 Professional, experienced and qualified coaches 4 Coaches working in each of the 10 types of coaching, as well as coaches who use a range of approaches 4 A personal, discrete and professional service 4 Individualized solutions and strategies which work with you, and for you 4 Follow-up and feedback about how you and your performance are changing 4 A measurable and demonstrable Return on Your Investment (ROI) Act.3 Services Include, but are not Limited to: n 1-to-1 Corporate Coaching n 1-to-1 Individual Coaching n In-house and public courses certified by the UK Institute of Leadership and Management (ILM) n Management Development and Consultancy n Psychometric tests from AQR, Brentfield, EBW, OPP, Psytech and SHL e.g. MBTI, 15FQ+, JTI, OIP+, ILM72, MTQ48, EBW, SPI, 360, Preview 22
  • 22. If youdevelop the individual, you develop the organisation 23
  • 23. Act.3 P O Box 15205 Adliya, Kingdom of Bahrain Act.3 P O Box 6837 Basingstoke Hampshire RG24 4PW England www.act3associates.com info@act3associates.com