Cipd conference 2013 presentation by Helen Askey Orange Pip

Creating a coaching
culture – can it be done?
Helen Askey Orange Pip Learning, September 2013
centenary eventCIPD

 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?

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!!

THE ROLE OF A MANAGER IS CHANGING

GEN Y – WHAT DO THEY WANT
Freedom
Autonomy
Flexibility
Consistent feedback
Meaning
By 2025 75% of workforce will be Gen Y

DEFINING COACHING
How do you define it?

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

HOW WE SEE COACHING
Encouraging ownership
Reflection time
Accountability
Follow through
Relationship building
Solving problems
Adding value
Building capability

HOW WE SEE COACHING
NOT
Just asking questions
A one time event
Abdication
Manager has duty of care

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

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

GAMES OF TWO HALVES
Internal coach
Off line role
More whole person related
Contracting
Probing
Regular and defined

GAMES OF TWO HALVES
Line manager as performance coach
Job performance
Daily practice
Increase in skill spectrum
Expected as part of leadership

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

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

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

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

THE MINDSET SHIFT

MANAGER’S PSYCHOLOGICAL NEED FOR
CONTROL
Outcome
Process
Deadline

AWAY FROM…AND TOWARDS
Moving from…
Ego
Enforce
Endanger
Eliminate
Moving to…
Empowerment
Enabling
Engaging
Efficacy

MANAGEMENT PRACTISE
Persecutor - Power Rescuer - Responsibility
Victim - Vulnerability
DRAMA TRIANGLE – STEVE KARPMAN

THE NEED FOR SENIOR MANAGER
ENDORSEMENT
The culture!
Role models
Being OK not to be the expert all the time

SUSTAINING THE SKILLS
Practise
Feedback
Commit to get better
(remember 10000 hours!)
Supervision

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

GROW
Goal
Reality
Options
Will (or way forward)
We wanted to go beyond the GROW model

FOCUS ON SKILLS, MINDSET AND
APPRECIATION

SOME KEY CONCEPTS/SKILLS
Listening
Reflecting
Focus
Questioning
Mindfulness
Emotional intelligence
Self awareness
Feedback

CREATING SELF AWARENESS
Myers Briggs Type Indicator
Emotional Intelligence (TI)
Learning styles
Values assessment
Feedback, feedback, feedback!
Thinking time

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

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

CHALLENGES
“Sitting on my hands”
“Letting others think”
“Being OK with a different solution to mine”
“Finding the time to coach – quicker to tell”

GAINS
“More motivation”
“I actually enjoy my job more”
“Seeing the team be more responsible”
“People actually enjoying themselves”

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

ENGAGING THE SENIOR TEAM
Key group of sponsors
Regular 3 month updates
Presented at senior manager conference
Live coaching of senior manager
Reflections

BOUNDARY MANAGEMENT
Coach
Counsellor/therapist
Mentor
Trainer
Dilemmas to bring out the difference

CONCEPTS THAT MADE A DIFFERENCE
Rapport
Holding to account
Time to think
Following through
Being present

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

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

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!

ONE REAL SUCCESS
Each trained coach became a resource to
colleagues – change coach
Think
Reflect
Plan
Engage
Implement

EVALUATING SUCCESS
93% measure outcomes
70% use the appraisal
40% 360
49% assess against KPI and goals
(ILM)
Consistency is key

WHAT DO YOU THINK WILL BE SOME OF
YOUR BLOCKS?

SUSTAINING COACHING
Coaching supervision
Skill shot sessions
Create business drivers for coaching
Keep educating
Learning lunches
Encourage networking

THE SUPPORT/CHALLENGE MATRIX
Source Blakey and Day

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)

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

SUMMARY
Development tool for driving performance
Develop and sustain internal capacity
Clear communication
Engagement plan

ARE YOU
READY?

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!

AND FINALLY....
Stay young, stay foolish, and put a ding in
the Universe
Steve Jobs
Thanks!!
Helen Askey

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
Do you want more information?

Cipd conference 2013 presentation by Helen Askey Orange Pip

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