`Coaching for Your Success`
Colin Thompson
Managing Partner Cavendish/Author/International Speaker/Mentor/Partner
Helps you increase the `bottom-line`!
Take time out - read this article -`learn and `you` will be more successful`!
This factsheet gives introductory guidance. It:
? explains the popularity of coaching
? discusses who is receiving and delivering coaching
? provides an overview of the stakeholders
? discusses when coaching is, and is not, an appropriate development intervention
? provides an overview of the coaching industry
? explains the important role HR plays in overseeing and managing an organisation's coaching activities
? includes the Chartered Institute of Personnel and Development (CIPD) viewpoint and definition of coaching.
Coaching is a rapidly growing form of training. In a CIPD survey the use of coaching is widespread in UK organisations, with almost nine in ten respondents reporting that they now use coaching in their organisation (88%). Results also suggest that the main reasons organisations are using coaching is to `improve` individual performance, deal with underperformance and improve productivity.
Although coaching has become a very widespread development tool, there are issues about how best to manage and deliver coaching in an organisational setting. These include confusion over exactly what coaching is, how best to manage the stakeholders in coaching, when coaching is, and is not, an appropriate intervention and how to navigate the complex coaching industry. These will all affect the impact of coaching. This factsheet will introduce some of the issues and provide some initial basic guidance about how to tackle them.
What is coaching?
The term 'coaching' has come to mean many different activities. Early use in the business world often carried a remedial connotation - people were coached because they were underperforming or their behaviour was unsatisfactory. Now coaching is more usually seen as a means of `developing` people within an organisation in order that they perform more effectively and reach their potential.
Confusion exists about what exactly coaching is, and how it differs from other 'helping behaviours' such as counselling and mentoring. Although there is a lack of agreement amongst coaching professionals about precise definitions, there are some core characteristics of coaching activities that are generally agreed:
ü Coaching is a fairly short-term activity.
ü It consists of one-to-one developmental discussions.
ü It provides people with feedback on both their strengths and weaknesses.
ü It is aimed at specific issues/areas.
ü It is time-bounded.
ü It focuses on improving performance and developing/enhancing individuals skills.
ü It is used to address a wide range of issues.
ü Coaching activities have both organisational and individual goals.
ü It works on the belief that clients are `self-aware` and do not require a clinical intervention.
ü It focuses on current and future performance/behaviour.
ü It is a `skilled` activity.
ü Personal issues may be discussed but the emphasis is on performance at work.
CIPD definition of coaching
Broadly speaking, the CIPD defines coaching as 'developing a person's skills and knowledge so that their job performance improves, hopefully leading to the achievement of organisational objectives. It targets high performance and improvement at work, although it may also have an impact on an individual's private life. It usually lasts for a short period and focuses on specific skills and goals.'
Adding to the confusion are the many different types or 'sub-brands' of coaching - executive coaching, performance coaching, skills coaching, developmental coaching, career coaching.
Coaching tools, techniques and models
Coaches use a variety of tools and techniques from a wide range of theoretical backgrounds, including organisational theory, occupational psychology, psychometrics, learning and counselling. These will be used in different situations and with different clients depending on the clients exact needs. Common tools, models and techniques used in coaching include Kolb's learning cycle, the GROW model, 360 degree feedback, psychometric instruments, goal setting and emotional intelligence models. HR practitioners should not be daunted by the number of different models, frameworks or techniques available. Coaches should use tools that are 'fit for purpose' to encourage self-awareness, reflective learning and change - the simplest tools/techniques are often the most effective. A skilled and experienced coach is more of a person who has also experienced business life in the fast-lane and who is successful.
Why has coaching become so popular?
Factors include:
ü A rapidly evolving business environment. Targeted development interventions have become popular in helping individuals adjust to workplace changes.
ü The structural features of modern organisations. Organisational downsizing and flatter structures mean that newly promoted individuals often have to `quickly` fit into the higher performance requirements of their new roles. Coaching can support individuals achieving these changes.
ü The need for targeted, individualised, just-in-time development. The development needs of individuals can be diverse and in smaller organisations there are often too few individuals with specific development needs to warrant the design of a formal training programme. Coaching offers a flexible, option, which can be delivered 'just-in-time' to strengthen under-developed skills.
ü Financial costs of the poor performance of senior managers. There is a growing acceptance of the costs associated with poorly performing senior managers/executives. Coaching provides an opportunity to undertake pre-emptive and proactive interventions to improve their performance.
ü Improved decision-making by senior employees. For senior level executives it can be 'lonely at the top' as they have few people they can confide in, develop ideas and discuss decisions and concerns. A coach can be used as a 'safe and objective haven' to discuss issues and provide support.
ü Individual responsibility for development. There is an increasing trend for individuals to take greater responsibility for their personal and professional development. Coaching can help individuals identify development needs, plan development activities and support personal problem-solving.
ü Support for other learning and development activities. Coaching provides a valuable way of providing ongoing support for personal development plans, especially in assisting the transfer of learning in the workplace.
ü A popular development mechanism. People enjoy participating in coaching as they get direct one-to-one assistance and attention that fits in with their own timeframes and schedules. There is the potential to see quick results. But, use an experienced and skilled person as your coach.
Who receives and delivers coaching in UK organisations?
Coaching services are being delivered by a diverse group of individuals and organisations including trained external coaches, specialist internal coaches, line managers, peers, members of the HR department, and so on. Findings from the Training and development 2004 survey shows that line managers are the most likely group to deliver coaching, with a third of respondents reporting that this group delivers 'a majority' of coaching, and a further quarter saying they are responsible for delivering 'half' of the coaching activities. Conversely, over 40% of respondents never use external coaches for their activities and those who do use them tend to use them only for a minority of the coaching that takes place.
Coaching tends to involve a variety of internal and external practitioners, perhaps depending on the seniority of the individual or the specific needs of different employee groups. External coaches, when used, tend to be used for a minority of coaching activities in an organisation. This possibly reflects the cost of using them and may mean that their use is reserved for senior-level or high-potential employees.
The Training and development 2004 survey also found that the most common recipients of coaching were junior and middle managers (64%). A significant proportion of respondents reported that their senior managers (52%) and directors (37%) received coaching, but coaching appears to be being used for the development of staff at many levels of the organisation.
Stakeholders in coaching
The primary relationship in any coaching activity is between the coach and the individual, but this is not the only important relationship. Other key stakeholders include the person representing the organisation's interests - most frequently an HR practitioner and the individual's manager. Both of these parties are interested in improving the individual's performance and therefore their contribution to the organisation.
The four-cornered contract2
In situations where the manager is the coach, the other stakeholders are depicted by the central triangle of relationships. It is very important to establish guidelines on confidentiality and information flow early on to develop trust between the individual and coach, and the other multiple stakeholders.
When is it appropriate to use coaching as a development tool?
The first step will be the identification of some kind of learning or development need, either by the individual themselves, their line manager or someone from the HR department. Once this has been identified, the next step is for the manager and the individual to decide how best the need can be met.
Coaching is just one of a range of training and development interventions that organisations can use to meet the learning and development needs. Its merits should be considered alongside other types of development interventions, such as training courses, mentoring or on-the-job training. Employee preferences should also be borne in mind. There is a danger that coaching can be seen as a solution for all kinds of development needs. It is important that coaching is only used when it is genuinely seen as the best way of helping an individual learn and develop.
Decision tree: is coaching an appropriate intervention?2
Some examples of situations where coaching is a suitable development tool include:
? helping competent technical experts develop better interpersonal or managerial skills
? developing an individual's potential and providing career support
? developing a more strategic perspective after a promotion to a more senior role
? handling conflict situations so that they are resolved effectively.
Assessing individual readiness for coaching
There are some individuals who may not respond well to coaching. This may be that their issues (problems) are best dealt with by another type of intervention, or it may be because their `attitude` may interfere with the effectiveness of coaching. So before coaching is begun, organisations need to assess an individual's 'readiness'. Some examples of situations when coaching is not an appropriate intervention are if the individual has psychological problems, they are resistant to coaching, they have a common development need or they lack self-insight.
The UK coaching industry and the common problems for HR in navigating it
Research has suggested that there were at least 10,000 professional coaches working for businesses in the US, with estimates that this figure would exceed 50,000 by 20073. Many commentators expect a similar picture to emerge in the UK over the next five years.
Coaching services are being delivered by a diverse group of individuals and organisations with very varied backgrounds. These include:
ü sports coaches
ü occupational psychologists
ü counsellors
ü experienced business professionals
ü clinical psychologists
ü HR or training professionals.
Naturally, these different 'types' of coaches all bring with them very different skills and this is where opinion begins to diverge on which skills, qualities and experience coaches should have. There is a growing number of professionals who have reinvented themselves as business coaches and, without any further training, now operate as full-time coaches, so quality can be an issue. Many companies are now realising that a more discriminating approach is needed to sort the higher-quality coaching professionals from the rest. Coaches need to be skilled and experienced persons who have been successful in their careers and provide the solutions that they have experienced themselves.
The role of HR in managing coaching activities
The HR department has a central role to play in designing and managing coaching within an organisation. The quality of coaching and the results it delivers depend hugely on choosing appropriate coaches (line managers, internal or external coaches etc), managing relationships and evaluating success. HR practitioners need to understand when coaching is an appropriate and effective intervention in relation to other learning and development options. They need to be clear about what the different types of coaching and diagnostic tools/models are, and when each is appropriate. They need to understand how to select appropriately qualified coaches and then match them to both the organisational culture and to the needs of particular individuals. Finally, HR practitioners hold the responsibility for setting up contractual arrangements, as well as developing mechanisms to evaluate the effectiveness of the coaching activities.
CIPD viewpoint
Coaching is now a widespread development tool, being used by organisations across the UK. However, as it is a relatively new area there is still a lack of understanding about how best to use coaching and in what specific situations it will be most effective. Coaching refers to many different activities from a line manager coaching one of their team members, to a chief executive receiving advice and guidance from an external professional about their role as leader of an organisation. It is important that the HR department understands when each type of coaching is appropriate and make sure that all parties are fully equipped for their role in the coaching, whether it is as a participant, as a line manager of a participant or as the coach itself.
The coaching industry itself is very young, and because of this there is a lack of established standards, professional bodies and qualification frameworks. HR professionals need to ensure they have a good understanding of the coaching industry when advising their organisations about whether or not they should introduce coaching to the organisation. HR has a key role to play in pushing for higher standards in the coaching industry. By exerting pressure regarding minimum expected standards, qualifications and outcomes, they can 'raise the bar' in terms of standards across the industry.
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About the Author Colin Thompson
Colin is a former successful Managing Director of Transactional/Document Manufacturing Plants, Document Management/Workflow Solutions companies and other organisations, former Group Chairman of the Academy for Chief Executives, Non-Executive Director, Mentor - RFU Leadership Academy, Mentor - Coventry University, Mentor - The Chartered Institute of Personnel and Development, Business Advisor NHS Deanery, author/writer Business Advice Section for IPEX, Graphic Display World, News USA, Graphic Start, plus many others globally, helping companies raise their `bottom-line` and `increase cash flow`. Plus, helping individuals to be successful in business and life in general. Author of several publications, research reports, guides, presentations, business and educational models on CD-ROM/Software/PDF and over 4000 articles/reports and 35 books published on business and educational subjects worldwide. Plus, International Speaker/Visiting University Professor.
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