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Why Use Work Place Coaching & How to Manage Coaching.
Why Use Work Place Coaching & How to Manage Coaching.
Why Use Work Place Coaching & How to Manage Coaching.
Why Use Work Place Coaching & How to Manage Coaching.
Why Use Work Place Coaching & How to Manage Coaching.
Why Use Work Place Coaching & How to Manage Coaching.
Why Use Work Place Coaching & How to Manage Coaching.
Why Use Work Place Coaching & How to Manage Coaching.
Why Use Work Place Coaching & How to Manage Coaching.
Why Use Work Place Coaching & How to Manage Coaching.
Why Use Work Place Coaching & How to Manage Coaching.
Why Use Work Place Coaching & How to Manage Coaching.
Why Use Work Place Coaching & How to Manage Coaching.
Why Use Work Place Coaching & How to Manage Coaching.
Why Use Work Place Coaching & How to Manage Coaching.
Why Use Work Place Coaching & How to Manage Coaching.
Why Use Work Place Coaching & How to Manage Coaching.
Why Use Work Place Coaching & How to Manage Coaching.
Why Use Work Place Coaching & How to Manage Coaching.
Why Use Work Place Coaching & How to Manage Coaching.
Why Use Work Place Coaching & How to Manage Coaching.
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Why Use Work Place Coaching & How to Manage Coaching.

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Why Use Work Place Coaching & How to Manage Coaching tell you about coaching and the benefits to your company. At pathway group we offer a number of different courses in Business Management and …

Why Use Work Place Coaching & How to Manage Coaching tell you about coaching and the benefits to your company. At pathway group we offer a number of different courses in Business Management and Leadership including coaching.

If you would like to find out more about these courses call us on 0121 707 0550 or e-mail: info@pathwaygroup.co.uk

and more more business advice follow our blog: www.pathway2grow.co.uk/blog

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  • 1. Why Use Work Place Coaching & How to Manage Coaching.
  • 2. Coaching is the process of asking questions to help both the coach and the Coachee understand the Coachee’s thoughts on key subjects in order to create action which drive individuals to key goals. The purpose of coaching is so that the individual recognises and identifies the best course of action themselves; increasing their own self-awareness, understanding and competence by discovering the best route for them, rather than being told ‘how it is done’. What is Coaching?
  • 3.  Generally one-to-one.  Targeted at personal development.  Designed so the person being coached gains awareness and insight rather than directly telling them what to do or what they should learn, It is focused on helping the individual achieve specific goals and is directed towards action Key Characteristics Include
  • 4. “The coaching discussion is based on the coachee’s agenda & needs, not the coach’s. It requires an honest & open relationship between the coach & the coachee, where the coach is supportive & encouraging.”
  • 5. Coaching, over & above many other techniques in the workplace has personal development at its core, so not only is it able to drive forward business objectives but does this by creating greater personal worth & quality from the individuals being coached, subsequently creating greater capability for improved individual & organisational performance in the future. Why Introduce Workplace Coaching?
  • 6. Possible benefits for the individual can be:  Clear Goals & Objectives.  Increased Motivation & Commitment.  Improved Decision Making.  Enhanced Self-awareness.  Greater Flexibility.  Increased Self-confidence.  Ability to Work Independently.  A Greater Sense of Responsibility for their own Actions & Results. In short, for businesses, a more motivated and productive workforce. The Benefits
  • 7. Key Coaching Principles Coaching is a Learning Partnership: Between the coach and the coachee and is central to the change that made. Effective coaching will be about the coach and the individual learning and that driving change and action. Coaching is Done in the Context of Work: The coach needs to have an understanding of this work context, while also appreciating the person overall and what has shaped their attitudes and habits. The Coachee Sets the Agenda: Unless the person being coached defines the agenda for the coaching it is unlikely to be successful. This can be very challenging for some people or very easy for others.
  • 8. The Coach is a Facilitator: By asking questions rather than having answers the coach helps challenge the coachee to learn and develop, and does this by finding learning methods which suit the person being coached. Outcomes are Change & Development Focused: Coaching should enable the coachee to achieve meaningful and valuable changes that make a positive difference. This will vary from individual to individual, and should be evaluated dependent on the agenda set out at the outset. A Coachee Should Develop Insight & Realise their Potential: The learning process during coaching will enable the individual being coached to increase their understanding of themselves and progress. This will be delivered by the coach fostering these elements. Positive Affirmation Increases Worth: A coach will, through positivity and celebration of achievements increase a coachee’s sense of self worth. Key Coaching Principles
  • 9. Grow Sir John Whitmore sets out a coaching model designed to grow people, performance and purpose. The model, needs to be set in the context of self-awareness and responsibility, and demands that the coach has effective questioning and active listening skills. Goals What goals do you want to achieve?  REALITY: What is the current status/what have you achieved?  OPTIONS: What are the routes available?  WILL: What will you do? This process takes a coachee through the process of articulating what it is they want, exploring the ways this could be achieved and then making a string commitment to achieving the goal. Popular Coaching Models
  • 10. The CLEAR Model The CLEAR model makes explicit the importance of not just having a goal (as does the GROW model) but also of wider issues, encouraging questions like “How would you like me to coach you today?”, ”What helps you learn?” and “What stops you learning?” The CLEAR model emphasises the importance of reviewing the session. Contracting: Opening the discussion, setting the scope, establishing the desired outcomes, and agreeing the rules. Popular Coaching Models
  • 11. The CLEAR Model Focuses Listening: Using active listening and interventions the Coach helps the Coachee develop their understanding of the situation and generate personal awareness and interest. Exploring: Helping the Coachee to understand the personal impact the situation is having on themselves, then challenging the Coachee to think through possibilities for future action in resolving the situation. Action: Supporting the Coachee in choosing a way ahead and deciding the next step. Review: Closing the intervention, reinforcing areas covered, decisions made and value added. The coach should also encourages feedback from the client on what was helpful about the coaching process, what was difficult and what they would like to be different in future coaching sessions. Popular Coaching Models
  • 12. OSKAR OSKAR is a framework for solution focused coaching. At heart this solution-focused approach involves:  Finding out what works and doing more of it.  Stopping doing what doesn’t work and doing something else. 1. Outcome:  What is the objective of this coaching?  What do you want to achieve today? 2. Scaling:  On a scale of 0 to 10, with 0 representing the worst it has ever been and 10 the preferred future, where would you put the situation today?  You are at n now; what did you do to get this far?  How would you know you had got to n+1? Popular Coaching Models
  • 13. Know-how & Resources:  What helps you perform at n on the scale, rather than 0?  When does the outcome already happen for you – even a little bit?  What did you did to make that happen?  How did you do that? Affirm & Action:  What’s already going well?  What is the next small step?  You are at n now, what would it take to get you to n+1? Review:  What’s better?  What did you do that made the change happen?  What effects have the changes had?  What do you think will change next? Popular Coaching Models
  • 14. FUEL Model The four steps in the FUEL model are: Frame the Conversation: Set the context for conversation by agreeing on purpose, process, and desired outcomes of the discussion. Understand the Current State: Explore the current state from the coachee’s point of view, expanding his or her awareness of the situation to determine the real coaching issue. Explore the Desired State: Articulate the vision of success and explore multiple alternative paths before prioritizing methods of achieving this vision. Lay out a Success Plan: Identify the specific, time-bound action steps to be taken to achieve the desired results, and determine milestones for follow-up and accountability. Popular Coaching Models
  • 15. Coaching, typically represents a significant shift in mind set for businesses & Managers, & often requires a different relationship between the Manager/Coach & Coachee or staff member than is usual. In some cases, businesses will ask their own Managers to be the coach, rather than bringing in external Coaches. This is potentially more challenging, however, if you are looking to make coaching central to your management, then this needs to be addressed. Implementing Coaching in Your Business
  • 16. Two requirements in particular are openness and honesty between the parties & the concept that the coaching should follow the coachee’s agenda, can present issues if the coach is the Line Manager. This can be overcome by making the coach be another manager in the business rather than the Direct Line Manager. Implementing Coaching in Your Business
  • 17. To Get/Buy in from the Top: Ensuring the leaders in the business understand the skills required to coach and then lead by example. Nothing will diminish the impact of implementing coaching more than key leaders in the business, not committing to coaching themselves. Create Understanding: Everyone involved needs to understand why coaching is being implemented, what coaching is and how both Coaches and Coachees can expect to benefit from coaching In order to implement coaching in your business, you will need:
  • 18. Choose Training Providers Carefully: Whoever is going to train leaders and managers in your business to coach, they need to have a track record, it probably helps if they are coaches themselves, and in addition to the training, they should also offer on-going support to your business. Motivators to Coach: Managers need to be targeted on their coaching, not just on how much time is spent coaching, but also by ensuring there is a feedback system in place so that coaching becomes part of a managers performance requirements
  • 19. Set Targets: There needs to be qualitative and quantitative measures in place in order to evaluate the success of coaching in the business. Set these out at the beginning and have the tools in place to monitor them. Give it Time: Coaching is not an overnight fix, but a medium to long term investment in the growth of your staff and therefore your business. You will need to put time in to get buy in, time to train the coaches and time to implement an ongoing training and review programme.
  • 20. Implementation of coaching into your business could take between 6 months and year, & then an on-going review will be in place to ensure it is working well. The results can be significant, but there will be an investment in time.
  • 21. Visit: http://pathway2grow.co.uk/blog Call: 0121 707 0550 E-mail: info@pathwaygroup.co.uk For More Information about our courses & Business Advice

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