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Performance Coaching
Applying Coaching to Public Sector Organisations to develop Performance.

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What we will cover today… Agenda  What is Coaching? All about Performance Coaching Survey – Private Sector Progress with Leadership Development and Coaching  How to get started  More Lessons from Private Enterprise  Roadmaps of the future

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What is Coaching? Coaching is a Distinct Activity  Coaching Learning is derived through the coaching conversation, clarifying consequences and identifying what works and what doesn’t work.  Defining and motivating actions that work and stopping what doesn’t work leads the coachee to refine learn from feedback and experience to adjust their own behaviour.
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What is Coaching? Coaching is a Distinct Activity  Coaching is…  Facilitated inquiry focused on important issues of performance leading to goals and actions to improve that performance  Coaching is not…  Instruction, training, direction or delegation  Nor is it Mentoring

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What isn’t Coaching? Coaching is a Distinct Activity
Mentoring

Counseling

Coaching

Training

Consulting
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Coaching as a Development Tool
 

Skills

Performance

Development

Coaching Objectives: Finite/ Concrete Coaching Style: Directive Duration: Short term Hard skills focus

Coaching Objectives: Complex/Emergent Coaching style: Non-directive Duration: Longer term Soft skills focus

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What is Coaching? Coaching is a Distinct Activity • Coaching is a carefully constructed dialogue that is different from other learning modes. • It is directional but not directive, helpful but not instructional, influencing but not controlling. • Skilled Managers can move in & out of coaching strategically to achieve organisational goals.
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Our Definition of Coaching

“Coaching is a solution-focused, results-orientated systematic process that facilitates the enhancement of work performance and the self-directed learning and personal growth of individuals.”
Dr. Anthony Grant
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What does coaching offer? KOLB’S ADULT LEARNING CYCLE Experience

Action Learning

Reflection

Theorizing

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Coaching Benefits - Generally  Coaching - amplifies own knowledge and thought processes  Creates a supportive environment in which to challenge and develop critical thinking skills, ideas and behaviours  Designed to empower individuals to uncover potential and identify how to achieve it  Creation of goals and increase conversion to results
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Coaching vs. Training?  Knowledge and skills are not applied  ROI for Training alone is less than 23%  ROI on Coaching with Training is 592%  …Self-driven Action Learning  Surrogate or Co-Manager – someone is holding you accountable

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Coaching Benefits for…
 Manager/Coach – better staff performance, transfer ownership for performance back to staff, create opportunity to give and receive feedback. Technical skills are not the issue…

2. Coachee – performance developed, inputs
received and actioned by them, develop ownership, improved focus through knowing what is expected of them
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Coaching Benefits

3. Organisation – relationship b/n manager &
direct staff is the most critical performance relationship; improve this and you can unleash the power of the organisation.

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Types of Coaching
LEADERSHIP COACHING
Develop leadership capabilities, leadership performance & EQ Competency

CAREER COACHING
Identify options, facilitate choice & career moves

PERFORMANCE COACHING
Develop competencies and motivation to higher levels, driving better business results

SKILL DEVELOPMENT
Training establishes skills Coaching Enhances Skill Practice and Reinforces Learning
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Types of Coaching
Formal, Structured Workplace Coaching
Fully documented, pre-structure process • Designated Coaches • Proper supervision • Explicit Goals • Referred Coaches • Specific Program
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Informal “On-the run” Workplace Coaching
Un-documented, ad-hoc process Communication or management style “Corridor coaching”

Tips for Building Coaching
Formal, Structured Workplace Coaching Informal “On-the run” Workplace Coaching

5. Build your skill from formal practice to informal coaching as your expertise grows, use both selectively 6. Practice makes perfect, book your calendar for High Performance coaching for the next six months
Tip

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Coaching in Organisations – Why, Who, When
Dimensions of in-house workplace coaching • Organisational coaching is dimensional • Formal structured process to informal corridor coaching • Formal structured process can give consistency and quality across organisation, • Need on-going supervision (mentor-coaches) for inhouse

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Coaching in Organisations – Why, Who, When
Dimensions of in-house workplace coaching Manager-coaches • Focus more on the formal structured end of the scale

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Competency Development for Coaching What characteristics and skills do you need to be a great Manager-Coach? Primary Skills First:

• Active Listening skills • Questioning Skills & Techniques • Empathy and Collaboration Skills • Give Feedback • Receive Feedback

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Competency Development for Coaching What characteristics and skills do you need to be a great Manager-Coach? Coaching Skills Next:

• Goal Setting skills • Action Planning • Manage process and Accountability • Deliver results – measurable meaningful outcomes

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Competency Development for Coaching What characteristics and skills do you need to be a great Manager-Coach? Performance Management and Leadership Skills Next:

• Handle Resistance • Structure Coaching sessions • Hold effective formal and informal appraisals and performance reviews •Lead Change, give focus and stimulate and sustain Improvement
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Competency Development for Coaching What else do you need to be able to demonstrate to be a great Manager-Coach? • Authenticity

• Trust • Consistency • Other management skills – delegation, motivation, direction, instruction …

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Performance Development Life-Cycle INPUTS Diagnosis Performance Measures Needs Analysis DEVELOPMENT ACTIVITIES OUTPUTS Training Better Performance Coaching Better Results Work Assignments

FEEDBACK (CONTROL LOOP) Re-Assessment Coaching

GOALS Individual, Team & Company

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Competency Development for Coaching
Self-awareness (understanding self) Relationship management Communicating

Committed to own learning

Sense of proportion/humour

Business/professional savvy

Interest in developing others

Conceptualising

Goal clarity Behavioural awareness (understanding others)
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David Clutterbuck

Changing Requirements for Leadership
Importance

Technical Expertise
Crucial Cross-Over Point

Emotional Intelligence

Professionals

Middle Managers Senior Executives
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Coaching across the Generations  Early Career – Goal is skill establishment  Training for competency development  Job rotation to build flexibility  Coaching of skills application  Early Mid-Career – Goal is often specialization  Building technical competency - practice  May demand managerial & some leadership skills  Horizon grows from less-than 1 year to 2 - 3 years  Work assignment, promotion & MBA  Coaching of Managerial skills useful
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Coaching across the Generations  Mid to Late Career – Technical skills established, Management & Leadership become crucial  Training for competency development – under-utilized  Job rotation to build flexibility – choice vs requirement  Executive Coaching and Mentoring for interpersonal & leadership skills  Managing Transitions!

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Coaching for Performance Internal Coaching works best Developing Mastery where external objectivity is unimportant to developing Independent Mastery Application Guided Application Awareness & Knowledge External Coaching works best where external objectivity is important to developing Mastery
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Skilled Performance

Private Sector Survey What are the best doing to help equip their managers and leaders to meet the challenges they face? • Define their Leadership and Management Competencies to closely reflect the nature and demands of their business

2. Stratify their Development needs and develop Tailored Solutions that address BOTH Technical and Non-technical Competency • Fyi…least developed are the Non-Technical Competencies

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Private Sector Survey Who did we survey and how? •Informal telephone survey, set open-ended questions •High degree of honesty and frankness in replies Demographics: 8 Global MNC client’s : Citigroup Private Banking, Caterpillar Asia, Yellow Pages Singapore, Guardian Pharmacy, International Flavors and Fragrances, Applied Materials, Schawk, Pepsico International.
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Private Sector Survey
COACHING PROGRAM ATTRIBUTE Have a policy for coaching RESULTS  REMARKS

Yes – 0% No – 100%

Some said it is in our company competencies under leadership or teamwork, but not a policy… Within our performance management/appraisal prorgamme, there is an expectation that the manager will coach their staff Using a specific consultant so they have adopted that style of coaching
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Have a coaching procedure? Have a defined coaching methodology

Yes – 25% No – 75%

One does, the rest don’t have

Private Sector Survey
COACHING PROGRAM ATTRIBUTE HR plays an active role in supporting coaching? RESULTS REMARKS

Yes - 25% Somewhat 38% No - 38%

Yes’s are running a major coaching project right now Somewhat’s have access to external coaches, or have corporate competencies in place but would like top be doing a lot more, No’s have nothing in place specifically regarding coaching or coaching skills

Have defined coaching competencies for managers?

Yes – 50% No – 50%

Most see coaching as leadership competency

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Private Sector Survey
COACHING PROGRAM ATTRIBUTE Managers have been trained in coaching competencies? How do you rate your coaching skills of your managers? RESULTS REMARKS

Yes – 3 Somewhat – 1 No – 50%

Yes’s have run formal coaching skills training, somewhat’s have done some briefing as to expectations within performance appraisal training

Developing – 38% In need of development –62% Exceeds requirement 0

All agree this is in need of development?

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Private Sector Survey
COACHING PROGRAM ATTRIBUTE Do you expect your managers to be able to coach their staff? RESULTS REMARKS

Yes – 100%

That’s clear!

How do you assess your managers coaching skills?

Have some measures – 25% We don’t really – 75%

What get’s measured gets done…defining competencies is that enough?

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Private Sector Survey
COACHING PROGRAM ATTRIBUTE Do you train your managers in EQ skills? RESULTS REMARKS

Yes – 25% Somewhat – 25% No – 50% Developing – 25% In need of development –75% Exceeds requirement 0

Beyond supervision or generic leadership programmes…

How do you rate your managers in terms of EQ skills?

Some naturally strong individuals, but otherwise…

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Private Sector Survey
COACHING PROGRAM ATTRIBUTE RESULTS REMARKS

Do you have any major leadership development programmes in place right now?

Yes – 37 No - 63

Locally managed operations of global MNC’s may not have fully developed or cascaded programmes

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Private Sector Survey
COACHING PROGRAM ATTRIBUTE What has helped drive performance of your managers more than anything else in the last 12 months? RESULTS REMARKS

Leadership development 25% Natural management relationships 38% Our rewards system 12% Developing Influencing skills12% Business pressures 12%

Leadership develop includes improving leaders as well as defined programmes Natural management relationships means without external intervention
 

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Private Sector Survey Summary Take-Away’s: Growing Needs: • Everyone agree there is a primary need to develop coaching skills in managers • Half have met that challenge with formal training and development initiatives • Everyone agrees more needs to be done and most are working on something now • Many confuse coaching with supervision skills training or team leadership training solutions…it is a distinct development need
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Private Sector Survey Summary Take-Away’s: Lesson’s: • Mixed progress so far •Usually motivated and run by Human Resources • Usually linked to Leadership Development initiatives • More knowledge about coaching skills and development is needed to get better results • Selling the benefits is important, to build buy-in. You can use External Coaching to whet the appetite
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How to get started? Some typical starters: 2. HR who are trying to promote management performance development can take the lead 3. Senior Leader at the top who calls for and drives it 4. A call for external executive coaches makes the company more familiar with coaching

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To influence the environment HR Role
 Engage Key Stakeholder’s – raise awareness  Bring to notice – present needs and plan to address  Build and create expectation – yet Keep It Simple

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To influence the environment HR Role
 Show clear links to driving organisational purpose and leverage staff abilities  Show planned links that support other HR programmes – Performance Management  Encourage feedback from significant others

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How to keep it moving ahead? Like this: 2. Entrench it inside your competency model 3. Embrace it as part of your performance management roll-out 4. Find a Senior Leader at the top who calls for and drives it 5. Call for external executive coaches who can make the company more familiar with coaching 6. Raise it as part of your HR Agenda for development as a key people developer skill

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Private Sector Survey What HR Programmes do you have that impact on or use coaching? What is HR’s role in promoting and servicing these? 1. Define their Leadership and Management Competencies to closely reflect the nature and demands of their business 2. Stratify their Development needs and develop Tailored Solutions that address BOTH Technical and Non-technical Competency • Fyi…least developed are the Non-Technical Competencies
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Roadblocks to Higher Performance Survey of 1000 Knowledge Workers in the US by Hudson Centre for High Performance

• “Hoarding information, micromanaging, denying resources, & pursuing personal agendas were among behaviors that contributed to an environment that stands in the way of results.”

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Choosing the right Target

• “Smart Organisations will turn their attention to the 50% of work groups that fall in the middle. • Moving just the top one-fifth of the middle 50% into high performing business units catapults the company into a position to achieve sustainable growth”
Research by Hudson Centre for High Performance 

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PERFORMANCE RANGE
Coaching Fit in Leadership Development

SUB-PAR

NORMAL

Next 20%

STARS Top 5-10% Can Coach

Can Coach

Should Coach

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Choosing the right Target

• Coach the next 20% who are high potentials…

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Coaching Strategies

• Development costs money
– Allocating limited resources
• Selection for investment in development activities
» High potentials » Shared vision and values » Communication is strongly two-way

• Investment versus return
» Training » Learning through coaching

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Coaching Resources in Hudson  Knowledge Leader Dr. Anthony Grant, Head of the Psychology of Coaching Unit at University of Sydney  International Knowledge Partner Graham Alexander, developer GROW model & consultant, Leadership Development for IBM  Local Bench of Experienced Coaches  Unique Local Coach Training Solution
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Thank You
Any questions?

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