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Dr Meshack M. Khosa Chief Executive Officer Fresh Thinking Capital Pty Ltd.
What Fortune Magazine Says
• Coaching is “one of the hottest things in human resources.”
How do you take your Coach’s Advise?
What are the aims and objectives of our presentation?
Define and clarify the roles, and functions of coaches and mentors
Reveal how the top 500 Fortune companies are using coaching and mentors to reap the rewards
Clarify the role of HR in the recruitment, engagement and firing of coaches
Tease out how to design, implement, manage, monitor and evaluate your coaching programme
What is Coaching
• The International Coach Federation (ICF): “An ongoing partnership that helps clients produce fulfilling results in their personal and professional lives. Through the collaborative process of coaching, clients deepen their learning about themselves and the opportunities and issues in their lives, improve their performance, and enhance their quality of life.”
Four Functions of a Coach
What is the Attitude of a Coach?
Coaching is not about
Being the expert
Managing the subordinate and pushing him towards a target
The Role of a Coach
• ‘With the help of the partner coaching company, X is further developing its highperformance and learning culture. When coaching is at the centre of an organisational culture, it improves morale and accelerate talent development. It helps us continue on our dramatic growth path.’
How the majority of companies operate
Different Views About Coaching • “Coaching is not merely a technique to be wheeled out and rigidly applied in certain prescribed circumstances. It is a way of managing, a way of treating people, a way of thinking, a way of being.” Whitmore, John. Coaching for Performance, p18
The Great Skill of a Coach
Making the case for coaching
Build your case using the research evidence
Frame the case in the specific needs of your organisation – link with business strategy
Consider the organizational environment/culture
Persuade senior management
Prepare for questions/scepticism
When is coaching appropriate?
To introduce new employee to institutional culture For career development To introduce new tasks or procedures For process improvement To implement organizational changes For motivational purposes To correct an employee’s unsatisfactory performance
When to Consider Executive Coaching
Developing high potential talent Building competencies Supporting successors during transitions On boarding and acclimating new hires Dealing with behavior and performance issues Supplementing leadership development programs Adjusting to an expanded or new role Implementing a new strategy or change
How to Select a Good Coach
Build a pool of coaches you can count on Trust your gut reaction to potential coaches Rely on proven experience and results
Develop a process for interviewin g potential coaches Evaluate coach’s learning models and skills
Clarify coaching goals and set realistic expectation s
Key Interview Questions for Potential Coaches
What types of people and issues have you worked with? What kind of results did you achieve? What is your coaching model and process? Where did you get your training? Is there anyone you would turn down? How do you deal with resistance? How would you define the difference between therapy and coaching? What’s your greatest strength as a coach? What’s your policy for keeping key stakeholders in the loop?
The benefits of good coaching
Helps develop employee competence Fosters productive working relationships Provides opportunities for conveying appreciation Fosters self-coaching behaviors Improves employee performance and morale Helps diagnose performance problems Helps correct unsatisfactory or unacceptable performance Helps diagnose a behavioral problem Helps correct unsatisfactory or unacceptable behavior Produces a more positive workplace environment
Why some Companies Do not Use Coaches? • ‘We would like to have external coaches we can trust however we are often subjected to the hard sell and there is no current way to verify their qualifications or their competency….’
Some See Results • 'Coaching in conjunction with the process review teams has had a positive impact on the business in terms of cost reduction and business growth. It has also made staff more aware of and responsible for delivering the customer proposition ’ (cited in a Report Prepared by Professor David A Lane)
Four Biggest Questions that Can Set you Free • What are the biggest challenges, issues, or concerns you are facing in your life right now? • If you woke up tomorrow and life was perfect, what would it be like? • How would you like me to bring value to each coaching session? • What may stop you in getting value out of coaching?
Ethical Considerations • Confidentiality issues • Conflict of interest - is the contract with the organization or with the individual? • Know when you are outside your area of expertise • Guide clients to explain any limitations – ensure referrals to appropriate experts
Examples of Local and International Coaching Organisations • International Associations – certification, training & ethics • International Association of Coaches (IAC) • International Coach Federation (ICF) • Association of Coach Training Organizations • Coaches and Mentors of South Africa
Five Stages of a Coaching Process
Initial Goal Setting
Implementation and Action Planning
The HR Professional’s Role in Coaching
Manage overall coaching program
Support coaching during and at the end or at transition
Support start of new coaching assignments
Clear understanding of your internal needs
Understand Coaching Codes of Ethics
Check out certification
Check out membership in coaching associations
Look for experience in field
Coaching contract & confidentiality agreements in writing
Organizational coaching – minimum time required to build capacity; identify volunteer leader (accountability)
Individual coaching – timetable; reporting; potential conflicts identified
Disengage or Fire a Coach?
Identify Timelines up front
Referrals and confidentiality
What about fit and mutual commitment?
How will you know when you have arrived at the coaching destination?
Conditions for Effective Coaching
Buy-in of senior management Committed and motivated managers who were rewarded for coaching Adequate resources
Encouragement and support for learning
Understanding of employee preferences
Clear strategic intent
Why evaluate Coaching?
• Motivates people by highlighting performance improvements • Persuade skeptics of the value of coaching • Justifies the investment • Identifies problems in the processes • Allows you to benchmark with other organisations • Provides an ongoing dialogue about the success of coaching in the organisation • Negative feedback can help to improve the design of future programmes
Pragmatic approach is needed Organisational culture is a key factor Need resources, time and expertise HR need to be selective Need more than happy sheets! Can’t always calculate the ROI or prove impact on business performance • Think laterally about how to prove the impact in your particular context • • • • • •
Great Coaches • “Great coaches and mentors are so unshakably convinced that we have great things in us -- their vision of what is possible for us is so clear and powerful -- that they wind up convincing us too.” - Lou Tice
The Ultimate Outcome • “Don’t ask yourself what the world needs. Ask what makes you come alive. Because what the world needs are people who have come alive.” - Harold Whitman
Useful References www.iog.ca www.peer.ca www.adler.ca Www.coachfederation.org www.sharppencil.co.za www.freshthinking.ws www.freshthinking.co.za
• Fresh Thinking Holdings
• 396 Florida Street • Faerie Glen • Pretoria East • Tel: 012-991-4490 • Fax: 86-610-7174 • Cell: 083-212-7840 • email@example.com or firstname.lastname@example.org
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