Coaching can be used to support organizational change and development. An effective coaching program requires buy-in from leadership, clear goals and evaluation, and developing a coaching culture throughout the organization. Selecting the right coach is important - they should have relevant experience, a clear coaching model, and undergo supervision. Leadership coaching specifically requires clearly defined short- and long-term goals as well as ongoing review and feedback.

1. Getting the best from coaching and mentoring by Fluid September 2010

2. Page 2 Contents 3-4 Introduction to Fluid 5-6 A model of effective coaching 7-8 Managing reputation through coaching 9-11 Corporate social responsibility 12-15 Building a coaching culture 16-18 Success factors for implementing coaching 19-20 Exercise A 21-23Evaluation of coaching 24-26 Keeping things confidential 27-28 Make coaching & mentoring work on an international basis 29-31 Handling difficult coachees 32-33 Using coaching at a time of change 34-37 Self-coaching 38-41 Selecting a coach 42-44 Leadership coaching 45-46 Empower executive coaches 47-48 Questions to ask 49-50 Challenges for the future 51-52 Case studies 53-54 Exercise B 55-56 Conclusion and questions

3. Page 3 Introduction

5. Selection- Attraction - Remuneration & Reward - Outplacement - Training & HR consultancy

6. Page 5 A model of effective coaching

8. Characteristics of the Client’s challenges

9. Structure of the Coaching programme

10. Quality of Coaching interventions

11. System for Managing resistance

12. Client-Coach’s organisational setting

13. Client’s commitment to learning & development

16. Engage the whole system

17. Encourage deeper openness about goals and achieving them

18. Encourage feedback

21. Highlight win-win situations and promote the benefits of coaching and mentoring in the community to business leaders such as learning new skills, enhancing employer brand and improving employee wellbeing

23. Think about your carbon footprint as a coach-consider telephone and email coaching when appropriate

24. Offer discounted rates or free coaching to disadvantaged clients

27. Make the link between the coaching culture strategy and the core strategy

28. Build an appreciative and developmental view of the organisation’s current and aspirational culture

29. Consult with the leaders

31. Give all managers basic training in coaching skills

32. Ensure that coaching is built into all HR processes and metrics, including performance management

33. Explore how a coaching approach can be used by staff at all levels with key stakeholders

35. Get the board to promote its commitment to a coaching culture in the business plan

36. Physically go out and talk to senior managers about how they can use coaching to build business results

37. Place coaching as a measured competence in the appraisal process

38. Keep it practical and down to earth

39. Design a template that is practical for coaching plans

40. Publicise internal successes

43. Having a systematic approach

44. Choosing an adequate level of organisational penetration of coaching

45. Involving the top

47. Achieving full consistency of coaching measures with business strategy

48. Ensuring complete transparency of the coaching contract

49. Evaluating carefully and effectively

51. Page 20 Exercise A

52. Page 21 Evaluation of coaching

54. Monitor behavioural changes

56. Coachee

57. Organisation

58. Documents

59. Individual outcomes

60. Organisational outcomes

63. MEETING 1-Outcome: Clear understanding of the purpose and process, identification of possible areas of work

64. MEETING 2-Purpose: Provide the client with feedback about him/herself

65. MEETING 2-Outcome: Increased self awareness

67. MEETINGS 4 & 5-Purpose: Assess progress against action plan and introduce new actions if appropriate

68. MEETINGS 4 & 5-Outcome: Modified action plan

69. MEETING 6:Purpose: Review the coaching process

72. Allow for a high level of culture-specific adaptation

73. Develop an internal training and support capability

74. Match for both difference and similarity

75. Measure aggressively

76. Share good practice

79. The over-talkative

81. Use the behaviour as data

82. Bring the difficult behaviour back into the spotlight

83. Tie in the behaviour and its consequences to what matters to the coachee

84. Discuss and think through alternatives for the behaviour in question

87. If you recruit an external coach, make sure they have a business background and understand your environment

88. Make sure that HR is operating as a business partner

89. Use coaching methodologies thoroughly

92. Now take a piece of paper and list those things you truly value. Recall a few times when you felt really passionate about what you were doing. Then ask yourself: “ What I am really good at?”, and list your skills. Self-coaching 1 of 3

94. Lastly, review and reflect on these lists and search for the common ground between them. This will indicate what is truly, deeply important to you and may in turn suggest a more meaningful, more purposeful direction for your life. It could cause you to change your job, but equally it may help you to bring those qualities into your work so that you enjoy your current job more.Self-coaching 2 of 3

96. Show up

97. Eliminate distractions

98. Manage your environment

99. Read every day

100. Attend a ‘university on wheels’

101. Use a ‘mastermind’ group

102. Focus on values

103. Play more

106. Dig deep in your questioning methods-you’re trying to understand what the coach brings to their practice and how that fits with objectives

107. Ensure the coach has a clear understanding of the purpose of coaching within the context of the organisation

109. Consider coaches who can’t outline what they can achieve

110. Take on coaches who name individuals they have worked with but not clients

111. Assume experience counts for everything

112. Accept qualifications at face value

114. Cultural fit

115. Significant experience of working at senior level in business

116. Significant level of psychological expertise

122. Ensure people know what it’s all about

123. Create clear contracts with all parties

124. Cater for learning styles

125. Highlight the importance of preparation

126. Seek regular feedback

129. When you get up out of your chair, what outcome would be most valuable to you?

130. What is the current situation?

131. If you could only take the one option you believe would add most value, what would it be?

132. What will you do when?

135. Develop a clearer understanding of how coaching works

136. Harness the power of emotions to drive positive change

137. Establish a clearer correlation between coaching interventions, performance improvements and organisational targets

139. Page 52 Case studies

140. Page 53 Exercise B

141. Page 54 Exercise B

142. Page 55 Conclusion & Questions

143. Page 56 Conclusion Summary Questions