The Vision and Benefits of Organisational Coaching
Organisational Coaching – The
Vision and Benefits
Paul Blacklock
Organisational Development
Practitioner – Gateshead Health
NHS Foundation Trust
Outline
•
Introduction to coaching
•
Advantages of coaching for the individual
and organisation
•
Aspirations for coaching at GHNT.
Coaching and Mentoring
•
What is a mentor?
‘The mentor is someone – usually more senior or
experienced – who is appointed or chosen to help
and advise another employee’
(Downey, M 2002: Effective Coaching)
Coaching and Mentoring
•
What is a coach?
Coaching is the unlocking a persons / groups
potential to maximize their own performance. It
is helping them to learn rather than teaching
them.
(Gallway, T in Whitmore, J 2009: Coaching For
Performance)
Coaching and Mentoring
Clutterbuck and Megginson (2010) attempt to define the difference by
stating that coaching affects performance change and that mentoring
influences career self-management.
Coaching and Mentoring
When should you use mentoring
•
A new member of the workforce arrives
•
Change in role
•
Any time the management or individual feel the
requirement
When should you use coaching
•
Continually used in order to enhance the individual,
team and organisation
Coaching
Benefits for the organisation
•
Empowers individuals and encourages them to take responsibility
•
Increases employee and staff engagement which can lead to higher
retention
•
Improves individual performance and s
upports employees with new
responsibilities
•
Helps identify and develop high potential employees
•
Helps identify both organisational and individual strengths and
development opportunities
•
Helps to motivate and empower individuals to excel
•
Demonstrate to employees that an organisation is committed to
developing its staff and helping them improve their skills
Coaching
Benefits for the individual
•
Have a positive impact on performance
•
Learn to solve own problems
•
Improve managerial skills
•
Learn how to identify and act on development needs
•
Greater confidence
•
Greater self-awareness
•
Identify and resolve issues that might otherwise affect
performance
•
Acquire new skills and abilities
•
Develop greater adaptability to change
Coaching in Practice
‘If we did all the things we were
capable of doing, we would literally
astound ourselves.’
Thomas Edison
Performance Equation
•
Performance = Potential - Interference
•
“He must think of his people in terms of their
potential, not their performance.” (Whitmore
2009)
Interference (Psychology)
C
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Performance equation in
action
What is the role of the
coach?
•
Observation and listening techniques
•
Effective questioning
•
Constructive feedback
•
Goal setting
Performance Cycle
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Feedback
•
Give/receive constructive feedback – balances
negative points with positive ones to build a
positive
self-image
. Allowing two way feedback
builds trust which supports a stronger
belief
in
the coach/coachee relationship
Performance Cycle
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t
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Goals
•
Set Goals – use the GROW model and SMART
targets. This ensures the individual’s
Expectations
are realistic and that
improvements in performance can be clearly
measured through results
GROW
1.
Goal
2.
Reality
3.
Options
4.
Will
What is the focus?
What happened or occurred?
What can be done differently?
What impact will the change
have and is that a desired
outcome?
SMART Targets
•
S
pecific
•
M
easurable
•
A
chievable
•
R
ealistic
•
T
imebound
Performance Cycle
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Effective Questions
•
Employ effective questions – to raise awareness.
To give ownership of
Actions
back to the
individual and promote a positive
Attitude
to
future goals.
•
Eg: What do you think you have to do to
improve your performance?
•
What will you have to do to progress to the next
level?
Performance Cycle
R
e
s
u
l
t
s
A
c
t
i
o
n
s
A
t
t
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u
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Observation and Listening
Techniques
•
Effective observation and listening to coachees
Actions
and
Results
allows the coach to build a
picture of the individual’s current performance.
Performance Cycle
R
e
s
u
l
t
s
A
c
t
i
o
n
s
A
t
t
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Developing a Coaching
Culture at Gateshead Health
Organisations go through 4 phases of coaching (Peterson 2010)
-
Stage 1
. Ad hoc coaching - driven by individuals
-
Stage 2
. Managed coaching driven by a champion or sponsor
-
Stage 3
. Proactive coaching driven by business need
-
Stage 4
. Strategic coaching driven by organisational talent
strategy
Developing a Coaching
Culture at Gateshead Health
1.
Engaging current coaches
2.
Engaging wider organisation
3.
Evaluating benefits and revising offer
Feedback from Coaches
Developing a Coaching
Culture at Gateshead Health
Organisations go through 4 phases of coaching (Peterson 2010)
-
Stage 1
. Ad hoc coaching - driven by individuals
-
Stage 2
. Managed coaching driven by a champion or sponsor
-
Stage 3
. Proactive coaching driven by business need
-
Stage 4
. Strategic coaching driven by organisational talent
strategy
Why?
•
Organisations need to be flexible and adaptable to survive.
Coaching can support by:
•
Creating the habit of challenging processes, behaviours and
assumptions
•
Making succession more robust and better able to encompass
changes in the internal and external environment
•
Reduce the turnover of talent
•
Improve employee engagement and job commitment and
performance
Outline
•
Introduction to coaching
•
Advantages of coaching for the individual
and organisation
•
Aspirations for coaching at GHNT.
Explore the concept of organisational coaching, its advantages for individuals and organizations, the roles of mentors and coaches, and when to use mentoring versus coaching. Discover the benefits of coaching for organizations, including empowerment, employee engagement, performance improvement, talent development, and motivation. Uncover how coaching can enhance skills and demonstrate an organization's commitment to staff development.
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Presentation Transcript
Organisational Coaching The Vision and Benefits Paul Blacklock Organisational Development Practitioner Gateshead Health NHS Foundation Trust
Outline Introduction to coaching Advantages of coaching for the individual and organisation Aspirations for coaching at GHNT.
Coaching and Mentoring What is a mentor? The mentor is someone usually more senior or experienced who is appointed or chosen to help and advise another employee (Downey, M 2002: Effective Coaching)
Coaching and Mentoring What is a coach? Coaching is the unlocking a persons / groups potential to maximize their own performance. It is helping them to learn rather than teaching them. (Gallway, T in Whitmore, J 2009: Coaching For Performance)
Coaching and Mentoring Clutterbuck and Megginson (2010) attempt to define the difference by stating that coaching affects performance change and that mentoring influences career self-management. Focus Role Processes Environment Coach Specific areas or issues at work Short- term Does not need to be SME Tends to be structured, regular meetings Mentor Career and personal development Long- term, holistic Usually more experienced. Passes on knowledge and development Infrequent, informal meetings. Mentee sets agenda, seeks advice/guidance/ support
Coaching and Mentoring When should you use mentoring A new member of the workforce arrives Change in role Any time the management or individual feel the requirement When should you use coaching Continually used in order to enhance the individual, team and organisation
Coaching Benefits for the organisation Empowers individuals and encourages them to take responsibility Increases employee and staff engagement which can lead to higher retention Improves individual performance and supports employees with new responsibilities Helps identify and develop high potential employees Helps identify both organisational and individual strengths and development opportunities Helps to motivate and empower individuals to excel Demonstrate to employees that an organisation is committed to developing its staff and helping them improve their skills
Coaching Benefits for the individual Have a positive impact on performance Learn to solve own problems Improve managerial skills Learn how to identify and act on development needs Greater confidence Greater self-awareness Identify and resolve issues that might otherwise affect performance Acquire new skills and abilities Develop greater adaptability to change
Coaching in Practice If we did all the things we were capable of doing, we would literally astound ourselves. Thomas Edison
Performance Equation Performance = Potential - Interference He must think of his people in terms of their potential, not their performance. (Whitmore 2009)
Interference (Psychology) Confidence Attitude Motivation Stress Fear
Performance equation in action Actual potential Potential Fear Motivation Confidence
What is the role of the coach? Observation and listening techniques Effective questioning Constructive feedback Goal setting
Performance Cycle psychology potential Self image Results Beliefs performance psychology Goals potential Expectations Actions Attitude psychology potential
Feedback Give/receive constructive feedback balances negative points with positive ones to build a positive self-image. Allowing two way feedback builds trust which supports a stronger belief in the coach/coachee relationship
Performance Cycle psychology Potential Self image Results Beliefs performance psychology Goals potential Expectations Actions Attitude psychology potential
Goals Set Goals use the GROW model and SMART targets. This ensures the individual s Expectations are realistic and that improvements in performance can be clearly measured through results
GROW 1. Goal 2. Reality 3. Options 4. Will What is the focus? What happened or occurred? What can be done differently? What impact will the change have and is that a desired outcome?
SMART Targets Specific Measurable Achievable Realistic Timebound
Performance Cycle psychology potential Self image Results Beliefs performance psychology Goals potential Expectations Actions Attitude psychology potential
Effective Questions Employ effective questions to raise awareness. To give ownership of Actions back to the individual and promote a positive Attitude to future goals. Eg: What do you think you have to do to improve your performance? What will you have to do to progress to the next level?
Performance Cycle psychology potential Self image Results Beliefs performance psychology Goals potential Expectations Actions Attitude psychology potential
Observation and Listening Techniques Effective observation and listening to coachees Actions and Results allows the coach to build a picture of the individual s current performance.
Performance Cycle psychology potential Self image Results Beliefs performance psychology Goals potential Expectations Actions Attitude psychology potential
Developing a Coaching Culture at Gateshead Health Organisations go through 4 phases of coaching (Peterson 2010) - Stage 1. Ad hoc coaching - driven by individuals - Stage 2. Managed coaching driven by a champion or sponsor - Stage 3. Proactive coaching driven by business need - Stage 4. Strategic coaching driven by organisational talent strategy
Developing a Coaching Culture at Gateshead Health 1. Engaging current coaches 2. Engaging wider organisation 3. Evaluating benefits and revising offer
Feedback from Coaches Short-term aspiration Comms spread the word about coaching. Change the perception of coaching Identify an active senior sponsor for the coaching programme to promote it Continue to develop wider coaching network Establish supervision for existing coaches Create coaching case studies Establish baseline measure to assess current coaching offer in the Trust Review contracting arrangements for coaching conversations Buddy up new coaches and give instant access to coaching drive, move resources to Pandora for easier access Plan/deliver CPD program for coaches Medium/long term aspiration Coaching Pipeline. Spring clean and develop coaching resources. Explore coaching website Build on and expand pool of coaches. Establish Return on Investment measure Explore tech options for coaching. Virtual offer for staff. Develop flexibility of coaching offer so its available outside office hours Explore external coaching opportunities for Trust coaches Explore protected time for coaching Consider quarterly coaching newsletter
Developing a Coaching Culture at Gateshead Health Organisations go through 4 phases of coaching (Peterson 2010) - Stage 1. Ad hoc coaching - driven by individuals - Stage 2. Managed coaching driven by a champion or sponsor - Stage 3. Proactive coaching driven by business need - Stage 4. Strategic coaching driven by organisational talent strategy
Why? Organisations need to be flexible and adaptable to survive. Coaching can support by: Creating the habit of challenging processes, behaviours and assumptions Making succession more robust and better able to encompass changes in the internal and external environment Reduce the turnover of talent Improve employee engagement and job commitment and performance
Outline Introduction to coaching Advantages of coaching for the individual and organisation Aspirations for coaching at GHNT.
