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Coaching

Meryl Bradshaw

Coaching is a devise used within organisations that is


designed to raise individual / group awareness.

It is goal focussed and demands an action for behaviour to


move forward.

It is goal / target centred this process has two components


1.
skill development
2.
psychological development

Meryl Bradshaw

stakenly many managers perceive coaching as a training too


me even see it as a highly directive and supportive method
y appropriate for relatively inexperienced staff of moderate
mpetence.

hy is this a misinformed view?

Meryl Bradshaw

Coaching is widely used to

develop leadership potential


promote team effectiveness
enhance individuals influence
improve interpersonal skills
support staff during career transitions
(Lee and Pick 2004)

Meryl Bradshaw

ephson (2007) showed that coaching programmes in Swedis


nstruction industry for site managers
developed reflective skills on work / life situations
improved communication
could see a broader range of perspectives in work

erall the coaching programme opened new discussions on fu


jects.
nagement noted costs and effort that the coaching involved
rthwhile through the change in management and leadership

Meryl Bradshaw

2008 Learning and Development report 75% of UK emplo


use some form of coaching

the above 40% offer coaching to all employees


h 39% providing coaching for only directors and senior
anagement and line managers.

e offered to all employees the aim was general personal


opment and improvement of poor performance.

e offered to senior managers approach was strategic leade

Meryl Bradshaw

riations in practice
Whether to tack coaching on to an ever- growing list of linemanager responsibilities or develop a clear, embedded, fu
aligned strategy that deploys dedicated coaches to
fashion the culture (Howe 2008)

How to ensure high, ethical and consistent coaching standard


across the organisation

How best to structure and measure the coaching process in o


to ensure that it adds organisational as well as individual

Meryl Bradshaw

rnal coaching derives often from a belief that this process is


eaper.

ed and well supervised internal coaches can benefit organis


deeper understanding of the business / culture, than externa
aches

anisations can use senior HR managers as internal consultan


process.

Meryl Bradshaw

oleman (2000) using leaders and managers can positively


mpact on motivation and performance of staff.

anagers trained in all round coaching skills often display


capacity to adopt practices in their own role own /staff
evelopment.

hy should this in-house coaching be a problem?

Meryl Bradshaw

ey (2006) coach and manager are two distinctive roles.


e success of this duality of role depends on a number of facto
ture, personality, perception, communication

D (2008) reported that only a minority of line managers who


ching are trained to do so.

w are coaching needs identified?

Meryl Bradshaw

10

Identification of coaching need:Appraisal


360 feedback
peers, customers, management
Observation
Customer feedback
Returns
Absence
What else?
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So what skills should a coach possess?


Coaching is to do with asking
questions.

the right

By asking staff to recognise what they did and what


effect it had, you are using a much more powerful
learning tool than simply pointing out their
mistakes or praising success
(Churchouse & Churchouse 1998)

The core skill as a coach is to know which questions


to ask and
when to ask them.
(Edwards 2003)

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Skills not associated with coaching:


Being too authoritarian
Being an ineffective
communicator
Being too intense and emotional
Not giving time
Being dogmatic
Being task orientated
Being resistant to new ideas
See Ellinger, Hamlin Beattie 2008

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ising the Coaching Role.


reflective listening, analytical, objective coaching style is far
oved from the normal style of many managers and it
t surprising that many of them find it difficult to employ
further complications arise from the preferred
learning styles of both the coach and the person
being coached

mford 1993)

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