‘When you are part of an organisation, your primary

objective and focus should be on helping all the

people who work for you to get out of this business, or

this game, or this life, what they desire. To me, that’s

essential. You have to take the focus off yourself.’

Pat Riley – Basketball Coach

‘The person who figures out how to harness the

collective creative genius of the people in his or her collective creative genius of the people in his or her

organisation is going to blow the competition away.

And this takes entirely different skills from what it

took to be a manager 15 years ago. You need an

ego that permits you to believe that somebody else

in your organisation knows something. That’s an

acquired skill.’

Walter Wriston – Retired Chairman, Citicorp

“A Coach is someone who has an

ongoing, committed partnership with a

player or performer and does whatever it

The case for investing in a

Business Coach’

player or performer and does whatever it

takes to inspire that person, or team, to

empower themselves and shine!

The result is a dramatic and sustainable

improvement in levels of play or

performance.”

Reasons why firms invest in coaching

• Rapidly evolving business environment

• Wanting people to take individual responsibility for their development

• Financial cost of poor performance

• A popular development mechanism

• A popular feature of a modern organisation• A popular feature of a modern organisation

• Supports other learning and development activities

• Employee demand for different delivery mechanisms

• The need for lifelong development

• Improve decision-making by senior executives

• Targeted ‘just-in-time’ development

• Short, timely and focused coaching discussions

Objectives to be met via coaching(Source CIPD survey 2005)

1. Improving individual performance (78%)

2. Dealing with under-performance (30%)

3. Improving productivity (28%)

4. Career planning/personal development (27%)

5. Growing senior future staff (26%)

6. Fostering a climate of continuous learning (<25%)6. Fostering a climate of continuous learning (<25%)

7. Motivating staff

8. Accelerating organisational change

9. Demonstrating the organisation’s commitment to staff

10. Improving staff retention

11.Reducing the cost of sending staff on external courses

12.Helping foster a better work-home balance

13.Satisfying a demand for coaching from employees

One or more

‘Blind spots’ Having to ‘deliver

the impossible’

Wanting

‘the edge’

Unfulfilled

potential

Lost it and need

to find it again

A need for short,

A need for

technical

skills/knowledge

Work vs home vs

health is out

Reasons why

people invest in a

Urgency to deliver

priority business goals

Build a

support network

Other approaches

have not worked

A need for short,

sharp injections of

‘good stuff’

Unacceptable

under-performance

Moving from a

victim mindset

to taking 100%

responsibility

Suffering from

success-sabotaging

habits

health is out

of balance

people invest in a

Business Coach

Moving to a new role

and need a ‘lift off’

‘Clarity from confusion’

What they do conflicts

with who they are

“Coaching discussions

are just pink and fluffy”

“Coaching is just having

someone listen to you”

“Coaching is just

another perk”

Common

Coaching

Myths someone listen to you”

“The best coaches are

those who have been

to the top”

“Coaching is easy

and a jolly”

Myths

Discover

who you

are

Determine

what you

want and

why

The 3 fundamentals of coaching

Create a

journey to

get what

you want

Business Coaching principles• Coaching little and often

• Focus on the objectives that will deliver the greatest outcome (20/80)

• Maintain a business and commercial focus

• Work with an individual’s behaviours and mindset (values and beliefs)

• Quickly cut through personal interference to address any issues

preventing action

• Work at pace to create the motivation and momentum for sustained • Work at pace to create the motivation and momentum for sustained

change

• Being empathic and challenging

• Using, whenever necessary, unorthodox techniques to achieve a

desired outcome

• Being flexible and doing whatever is necessary to achieve the result

• Delivering sustainable solutions

• Knowing that successful coaches themselves receive intense

coaching

• Having fun!

things I know

(and accept)

things I don't

know

things they

knowthe

‘Open Area’

the

‘Blind Spot’

Johari’s Window

know ‘Open Area’ ‘Blind Spot’

things they

don't knowthe

‘Hidden Area’

the

‘Unknown Area’

“I’m afraid my

weaknesses will

be exposed”

“I have to do this

“I can’t afford the

investment in

time and/or money”

“I have to do this

on my own”

“I don’t know

if I will get on

with the coach”

Common

reasons why

some people

initially resist

being coached

BusinessCoaching

Roles

Counsellor

Understanding your heritage

Sharing wisdom

Helping you make decisions

Therapist

Uncovering and addressing

‘wounds’

Referring you to experts

Trainer

Skills acquisition

Facilitator

‘Oiling the wheels’

Roles

Consultant

Problem solving

Finding resources

Psychologist

Helping you understand

why you do what you do

Partner

“Doing whatever I can to help you win. I am

in the game with you, if you win I win”

A coach…..

• Possibility

• Being v doing

• Commitment

• Breakthroughs

• Breakdowns

• Coaching relationships

• Resignation

• Confusion

• Not letting go

• Fear of failure

• Resistance

• Mistrust

Distinguishes: Confronts:

• Coaching relationships

• Achievement

• Acknowledgement & appreciation

• Coaching conversations

• Being a ‘stand’

• Coaching excellence

• Personal habits

• Mistrust

• Blame

• Low self image

• Cynicism

• Resistance to new thinking

• Having to know

• Feeling wrong

• The past

Identification of candidate for executive coaching

Executive Guerrilla Coaching Journey

Pre-programme telephone conversation

between sponsor and coach (and candidate)

First 24-minute telephone-based coaching discussion (IBT)

Candidate completes confidential pre-coaching

questionnaire and personal profile

First half-day (221 minute) coaching discussion (Discovery)

Executive Guerrilla Coaching Journey

First 24-minute telephone-based coaching discussion (IBT)

Candidate completes 6 to 12 month personal development plan

Three further 221 minute coaching discussions alternating

with additional IBT calls and e-mail correspondence

Introduction to external Mentor (if appropriate)

Review and closure meeting with executive and sponsor

High

Will

Guide Delegate

Low

Low Skill High

Direct Excite

The GROW Model - Stages

GOALS REALITY

•Agree topic for discussion

•Agree specific objective of session

•Set long term aim if appropriate

•Invite self assessment

•Offer examples of feedback

•Avoid or check assumptions

•Discard irrelevant history

OPTIONSWILL

•Commit to action

•Identify possible obstacles

•Make steps specific and define timing

•Agree support

•Cover the full range of options

•Invite suggestions from the coachee

•Offer suggestions carefully

•Ensure choices are made

Business

Coaching

Tools

W.A.C.D.A.N! (Goal Setting)

•Know what you Want•Develop your Approach•Be Committed•Just Do it!•Keep the Antennae switched on•Navigate to reach your goals

N.L.P.

S.D.I.

Mindset

Tools

Values elicitation

Personal activity log

Tools N.L.P.

Health &

Energy

Social

Financial

Career

Personal

Development

Peace

of

Mind

LeisureRelationships

Sales &

Leadership

Library

Learning Styles

360 DegreeWheel of life