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Mark Wilkinson and Simon Maddison - Coaching for Engagement


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Workshop E presentation at the Bristol Business School ‘Unlocking Performance through Employee Engagement' Conference.

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Mark Wilkinson and Simon Maddison - Coaching for Engagement

  1. 1. Coaching for Engagement A workshop…
  2. 2. Simon Maddison Mark Wilkinson Welcom e
  3. 3. Think of a conversation you had that was really useful for your development. • What did it feel like? • What was going on? • 5 key things that made it work… Share with someone you don’t know Coaching What is it?
  4. 4. What do the books say? • Trust / integrity • Rapport • Intuition / understanding • Questioning • Feedback / acknowledge • Challenge / hold to account • Focus • Clarity • Listening (active? deep?) • Process (e.g. T.GROW) • Own the solution • Realistic / Ambitious • Wisdom • Support • My solution • Equality • Relationship • Feel connected • Responsibility • Comfort • Eye contact • Mirroring • Careful use of language • Contract • Encouragement • Openness
  5. 5. Building the theme some theory…
  6. 6. The four enablers of engageme nt • Strategic Narrative Organisational aspiration • Engaging Managers Clear - human - coachy • Employee Voice Feel listened to - trusted • Organisational integrity Values = Behaviour
  7. 7. “DRiVE; the surprising truth about what motivates us” According to Dan Pink The three motivator s
  8. 8. •Autonomy Our desire to be self directed. •Mastery The urge to use & develop skills. •Purpose The desire to do something that has meaning and is important. N.B. not £$€ The three motivator s
  9. 9. So what? Back to you…
  10. 10. What is most important to you? How is your organisation doing? • Which of the 4 is it good at? • Which needs some work? • What effect are you looking for? Think of a colleague? • What’s working for them? • Where might there be misalignment? • What question do you want to ask? The organisation Strategic Narrative Engaging Managers Employee Voice Organisational integrity The individual Autonomy Mastery Purpose
  11. 11. Time to coach A gospel according to Jenny Rogers
  12. 12. Time to coach “Employee engagement’ is the magical ingredient: it makes staff genuinely committed, creating excellent work. Few organizations actually achieve it, though all say they want it. Coaching is the most reliable a way of producing it”
  13. 13. Time to coach A Coaching Model Outcome • Change you want Situation • Some exploration of reality now Choices • & their Consequences Action • What are you going to do? Review • How will you know its worked? • Did it work?
  14. 14. So… You have thought about… • coaching you’ve had • the importance and power of Engagement and Motivation • where you and your organisation are with these And then you had a go… Now go and coach!
  15. 15. Thankyou
  16. 16. Evidence – “its absurd to even tr y to measure so abstract and evanescent an inter vention as coaching” But… • Google - HR is replaced with ‘People Analytics’ (all about the numbers) but “periodic one-on-one coaching which included expressing interest in the employee and frequent personalized feedback ranked as the No.1 key to being a successful leader” • Highways England - A14 in Cambridgeshire – reduction of reportable incidents after Behavioural Safety programme that includes 1:1 coaching. • ILM - 58% said they felt more confident after coaching and 42% saw an improvement in performance in colleagues who had been coached. 84% said that coaching helped them in periods when they struggled to manage an individual and 88% when they had struggled with a particular project. • Boston Consulting - promotion rates have increased nationwide, 22% among senior managers
  17. 17. Evidence – University of Sydney