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Cipd conference 2013 presentation by Helen Askey Orange Pip
1. Creating a coaching
culture – can it be done?
Helen Askey Orange Pip Learning, September 2013
centenary eventCIPD
2. www.orange-pip.co.uk helen@orange-pip.co.uk 01832 733587
ABOUT ME
PCC accredited coach with ICF – 2785
logged coaching hours
Coach supervisor
Trained over 600 coaches
Develop leaders and teams
PhD researching empowerment
Love what I do
AND YOU?
3. www.orange-pip.co.uk helen@orange-pip.co.uk 01832 733587
I WANT TO EXPLORE TODAY
Challenges of a coaching culture
Case studies
A little bit of theory
Practical examples
Stuff you can think about
And even do something with!!
5. www.orange-pip.co.uk helen@orange-pip.co.uk 01832 733587
GEN Y – WHAT DO THEY WANT
Freedom
Autonomy
Flexibility
Consistent feedback
Meaning
By 2025 75% of workforce will be Gen Y
6. www.orange-pip.co.uk helen@orange-pip.co.uk 01832 733587
DEFINING COACHING
How do you define it?
7. www.orange-pip.co.uk helen@orange-pip.co.uk 01832 733587
DEFINING COACHING
How do you define it?
Coach - medium of transport that traces its origins to
the Hungarian word kocsi meaning “carriage”
1830 in Oxford University slang for a tutor who
"carries" a student through an exam.
The first use of the term in relation to sports came in
1831
“Coaching is unlocking a person’s potential to
maximise their own performance. It’s helping them
to learn rather than teaching them”. Tim Gallwey
8. www.orange-pip.co.uk helen@orange-pip.co.uk 01832 733587
HOW WE SEE COACHING
Encouraging ownership
Reflection time
Accountability
Follow through
Relationship building
Solving problems
Adding value
Building capability
9. www.orange-pip.co.uk helen@orange-pip.co.uk 01832 733587
HOW WE SEE COACHING
NOT
Just asking questions
A one time event
Abdication
Manager has duty of care
10. www.orange-pip.co.uk helen@orange-pip.co.uk 01832 733587
SOME FIGURES
80% of organisations use coaching
68% of those with 230 – 500 employees
34% of organisations offer no support or
development for internal coaches
Source ILM
11. www.orange-pip.co.uk helen@orange-pip.co.uk 01832 733587
THE GROWTH OF COACHING
80% of respondents worked in organisations
that were investing in one or more forms of
coaching (CIPD 2006)
Learning and development are more effective
when based on real-time challenges at work
and involve the whole person, rather than
sub-sets of skills
Develop leaders and managers who are far
more skilled in relationships and engagement
12. www.orange-pip.co.uk helen@orange-pip.co.uk 01832 733587
GAMES OF TWO HALVES
Internal coach
Off line role
More whole person related
Contracting
Probing
Regular and defined
13. www.orange-pip.co.uk helen@orange-pip.co.uk 01832 733587
GAMES OF TWO HALVES
Line manager as performance coach
Job performance
Daily practice
Increase in skill spectrum
Expected as part of leadership
14. www.orange-pip.co.uk helen@orange-pip.co.uk 01832 733587
THE CHALLENGES AT A SYSTEMIC
LEVEL
Recruitment of coaches
Does the organisation really understand
what a coach does?
Contracting the role
Learning the skills
How do you know the coaching is
working?
Keeping the development going
15. www.orange-pip.co.uk helen@orange-pip.co.uk 01832 733587
THE CHALLENGES AT A PERSONAL
LEVEL
A tool in the toolkit – still OK to tell
Confident to challenge performance
Inherent power imbalance in the
relationship
Managers agenda needs to be overt
Clear performance agenda
16. www.orange-pip.co.uk helen@orange-pip.co.uk 01832 733587
KEY CHARACTERISTICS OF
MANAGERS AS COACH
I have helped them all develop themselves as
individuals
I am very good at observing their work to guide my
management of them
I am very good at helping them all to express their
own action plans
I actively help them all find and get training/learning
to improve their performance and skills
I am very conscientious in giving them all feedback
on the work – positive and negative
Source: Anderson 2009
17. www.orange-pip.co.uk helen@orange-pip.co.uk 01832 733587
BARRIERS TO COACHING
I haven’t the time – 61.99%
It’s not the style in my organisation – 9.68%
They are difficult people – 9.43%
I lack the skills – 6.2%
I don’t know where to start – 3.76%
It’s not my style 2.49%
I haven’t got the patience 1.9%
It’s not part of my job – 1.82%
No reward for me – 1.67%
My staff would leave – 1.05%
Source: Anderson 2009
21. www.orange-pip.co.uk helen@orange-pip.co.uk 01832 733587
MANAGEMENT PRACTISE
Persecutor - Power Rescuer - Responsibility
Victim - Vulnerability
DRAMA TRIANGLE – STEVE KARPMAN
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THE NEED FOR SENIOR MANAGER
ENDORSEMENT
The culture!
Role models
Being OK not to be the expert all the time
23. www.orange-pip.co.uk helen@orange-pip.co.uk 01832 733587
SUSTAINING THE SKILLS
Practise
Feedback
Commit to get better
(remember 10000 hours!)
Supervision
24. www.orange-pip.co.uk helen@orange-pip.co.uk 01832 733587
CASE STUDY ONE
Engineering company, recognised need to
change the control, paternalistic culture
Intention to develop group of internal coaches
and develop line managers as coaches
Open invitation to all senior managers - ILM
level 5 programme
Open invitation to all team leaders and middle
manager – ILM level 3
18 senior managers
11 team leaders
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GROW
Goal
Reality
Options
Will (or way forward)
We wanted to go beyond the GROW model
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FOCUS ON SKILLS, MINDSET AND
APPRECIATION
29. www.orange-pip.co.uk helen@orange-pip.co.uk 01832 733587
SOME QUALITIES WE ENCOURAGED
Being curious
Being OK with not knowing the answer
Other people having better solutions than
you
Getting out of the way
Changing the perception of leadership
and management
30. www.orange-pip.co.uk helen@orange-pip.co.uk 01832 733587
MOTIVATIONAL QUESTIONS
Building the resolve
Draw out and reinforce statements about
self motivation and ability to change
Measuring readiness to change
Give freedom of choice and self direction
Strengthen desire to change
31. www.orange-pip.co.uk helen@orange-pip.co.uk 01832 733587
CHALLENGES
“Sitting on my hands”
“Letting others think”
“Being OK with a different solution to mine”
“Finding the time to coach – quicker to tell”
32. www.orange-pip.co.uk helen@orange-pip.co.uk 01832 733587
GAINS
“More motivation”
“I actually enjoy my job more”
“Seeing the team be more responsible”
“People actually enjoying themselves”
33. www.orange-pip.co.uk helen@orange-pip.co.uk 01832 733587
CASE STUDY 2
Knowledge based company
2 year leadership development programme
24 participants each year
All participated in coaching
All participated in line manager as performance
coach
All offered development to be part of internal
coach pool
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ENGAGING THE SENIOR TEAM
Key group of sponsors
Regular 3 month updates
Presented at senior manager conference
Live coaching of senior manager
Reflections
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BOUNDARY MANAGEMENT
Coach
Counsellor/therapist
Mentor
Trainer
Dilemmas to bring out the difference
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CONCEPTS THAT MADE A DIFFERENCE
Rapport
Holding to account
Time to think
Following through
Being present
38. www.orange-pip.co.uk helen@orange-pip.co.uk 01832 733587
KEY LESSONS
Good to co-create internal coaching policy
with HR team
Participating in coaching before learning it
really helped
Being patient – managing the learning
curve!
Consider how to let others know you are
broadening your management style
39. www.orange-pip.co.uk helen@orange-pip.co.uk 01832 733587
THEIR KEY LEARNINGS
Importance of personal goals for coaching
Involvement of line manager for feedback
Repeating 360 gave metrics
Sharing experiences – peer supervision
Having qualification gave focus
40. www.orange-pip.co.uk helen@orange-pip.co.uk 01832 733587
CHALLENGES
Push back from senior managers who
defined leadership as having a knowledge
position
Foundations wobbled – do we really want
to be challenged?
But people want more from their
managers!
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ONE REAL SUCCESS
Each trained coach became a resource to
colleagues – change coach
Think
Reflect
Plan
Engage
Implement
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EVALUATING SUCCESS
93% measure outcomes
70% use the appraisal
40% 360
49% assess against KPI and goals
(ILM)
Consistency is key
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WHAT DO YOU THINK WILL BE SOME OF
YOUR BLOCKS?
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THE SUPPORT/CHALLENGE MATRIX
Source Blakey and Day
46. www.orange-pip.co.uk helen@orange-pip.co.uk 01832 733587
SOME THEORY – LINK TO EMPOWERMENT
Sharing of power (Burke 1996)
Self efficacy (Bandura 1981)
Work as liberating (1996)
Learned helplessness (1975)
Self determination (Deci 1989)
Meaningfulness (Thomas and Velthouse 1990)
Management practise (Logan and Ganster 2005)
47. www.orange-pip.co.uk helen@orange-pip.co.uk 01832 733587
LESSONS
Make coaching a development activity – not
purely remedial
Keep momentum
Be clear – internal coach pool and/or line
manager as performance coach
Take Dan Pink to heart!! (Autonomy, mastery
and purpose)
Volunteers become advocates
Soft and hard – manage the challenge
48. www.orange-pip.co.uk helen@orange-pip.co.uk 01832 733587
SUMMARY
Development tool for driving performance
Develop and sustain internal capacity
Clear communication
Engagement plan
50. www.orange-pip.co.uk helen@orange-pip.co.uk 01832 733587
ARE YOU READY?
Do your managers want people to thrive and not need
them?
Do you have time to coach ?
Manage the balance when to coach and when not to
coach
Manage the early adopters – become inspiring
advocates
Keep senior team briefed, developed and aware
Are you ready to manage any fallout?
Danger – engagement may increase!
People may want more!
51. www.orange-pip.co.uk helen@orange-pip.co.uk 01832 733587
AND FINALLY....
Stay young, stay foolish, and put a ding in
the Universe
Steve Jobs
Thanks!!
Helen Askey
52. www.orange-pip.co.uk helen@orange-pip.co.uk 01832 733587
Please do get in touch to discuss and explore
how you can create success
Helen Askey
Tel No: 07712 880772
Email: helen@orange-pip.co.uk
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