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Issue No 21
June 2012

An introduction to executive coaching  


Greetings!   

 

This month's newsletter offers an introductory guide to coaching, aiming to dispel common confusions and to identify exactly how coaching works, what it can be used to achieve and how to choose the right coach.

Although the recession caused a slip in organisations using coaching, from 90% in 2009 to 77% in 2011, of those who do use coaching nearly 84% are using it more now than two years ago (CIPD, 2011).  

 

More recent research from Sherpa Coaching in their global 2012 Executive Coaching Survey found that:   

  • 9 out of 10 HR, training and business professionals see the value of coaching as 'high' or 'very high'
  • Over 80% see the credibility of coaching as high or very high
  • Coaching is becoming part of leadership development programmes (a third of respondents had programmes in place to teach their leaders and managers coaching skills) * The focus of coaching is moving more towards improvement rather than correction or transition 
  • Both coaches and their organisations reported the demand for coaching is increasing and see this trend continuing 
  • Larger organisations (100+ employees) are using coaching more than smaller ones  

 

The majority of organisations are using coaching to develop senior leaders and to improve performance, with most turning to a balance of external and internal coaches. The Sherpa survey found that executive coaching is being used more for senior leaders due to pressures on budgets, with lower level leaders having less access to coaching resources than they did two years ago.  

 

However for organisations looking to introduce or expand use of coaching, there may be misconceptions as to what coaching can address and how it differs from mentoring and consultancy. In addition, some people perceive coaching as focusing on poor performance, neglecting the opportunity to support and enable long-term growth and development. There is a shift now to moving away from problem solving towards more pro-active leadership development (Sherpa Coaching, 2012).

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What is coaching and what can it do?

What is coaching?

Sometimes the role of coaching can be misunderstood, so it is helpful before beginning any coaching programme to clarify what the coaching is intended for and what results can be expected.

Coaching is not:
  1. Business consulting: Consulting is focused upon improving organisational practices and a consultant will provide specific expert advice, where as coaching is usually focused on individual improvements, related to organisational goals.
  2. Counselling/Therapy: Coaching is not intended to address mental health issues and instead trained and accredited counsellors and psychotherapists should be used.
  3. Mentoring: Mentoring focuses on long-term career and personal development goals and the mentor may act as a literal role model, expected to impart knowledge. Whereas a coach will support the client to find answers themselves, by asking challenging questions, actively listening and acting as a sounding board. For further clarity on this distinction, see this past newsletter on Coaching versus Mentoring 
  4. Solely for addressing poor performance: Coaching is not merely a remedial intervention, but should also be used to improve leadership capability and develop high performers or high potentials and to build resilience and leaders who are 'one step ahead'.
  5. Limited to individuals: Team coaching for senior executives can be useful for setting strategy, creating productive relationships and developing better understanding and use of the individual strengths.
  6. Just time to talk: In addition to the above distinctions, coaching is focused and limited in length, requiring a skilled coach, a specific process and clearly defined goals.

What can coaching be used for?

Common applications of coaching are:
  • Develop communication, interpersonal and leadership skills
  • Support leaders under pressure, and assess problems such as work/life balance or skills shortages
  • Improve the influence and confidence of new leaders
  • Fast-track high potentials
  • Support leaders to take up more strategic roles and to empower and delegate to others
  • Support the long-term development of high performers
  • Support managers through change
  • Improve the quality of leaders' decision making
  • Get new starters up to speed  
  • See our coaching scenarios page for more detailed example situations in which coaching can be appropriate 

Further reasons to use coaching:
  1. Provide a space to think.  Individuals outside of their comfort zones may lose confidence if they are unsure whether they can manage. Coaching can provide the time and space to think and to talk through possibilities, with the coach giving the individual encouragement and confidence.
  2. Give honest feedback. Senior leaders may often receive unhelpful positive feedback from their teams; as well as acting as a sounding board, a coach can observe the individual's work and provide honest and non-judgemental feedback.
  3. Embed learning.  Coaching can be an effective way of embedding the learning gained from formal leadership training courses and development programmes, helping to ensure that managers are given the time to apply learning and create real change.
  4. Get high return on investment.  When the coach and client are well matched and the client is committed to coaching, the return on investment will be significantly higher than group development programmes, as coaching is tailored to the needs of one individual and one organisation.

What is the coaching process?

In the 2012, Sherpa found that only 3 in 10 coaches follow a published process. But coaches who had been certified as a coach were more likely to use a process. At LCP all of our coaches are accredited by recognised coaching body and although each relationship is adapted for the coaching client a typical process will involve:
  1. Assess the client's needs, elicit sponsor support (usually a line manager or sometimes someone in HR) and confirm budget
  2. Hold a no commitment chemistry conversation between the coach and coaching client to establish whether they can work well together
  3. Contract to set goals, manage expectations of all parties involved such as levels of confidentiality and develop an action plan (stakeholder interviews, psychometric tests and 360-degree feedback may be used to assess needs)
  4. Undertake the coaching, usually to an agreed timeline such as six, monthly sessions
  5. Measure and review, and produce a longer-term development plan

How to find the right coach?

Before we undertake any coaching programme, our coach and client will undergo a complimentary 'chemistry conversation' to ensure that the two will be able to work effectively together. See our website to read more about our
.

The following represents some further advice for managers and HR professionals when choosing the right coach:
  1. Turn to your network and contacts for referrals
  2. Arrange a telephone call to discover their coaching process and typical clients, also consider taking references from previous clients
  3. Build up a pool of skilled coaches that can be turned to according to the situation and the client
  4. Ensure coaches are both experienced and equipped with appropriate coaching qualifications , and that activities commence with a clear contract, goals and plans for review
  5. Look for a flexible and positive coach who is able to inspire confidence
  6. Ensure that the coachee is consulted throughout the process and is happy with the final decision

The body of research and evidence showing that coaching can have a significant impact on individual, team and organisational performance is growing and it looks like the popularity of coaching is on the increase despite, or perhaps even because of, the harsh economic climate that many organisations now find themselves operating in.

Further reading:

See the research page of our website to download our whitepaper 'Building a business case for coaching':

See this short report of CIPD findings which suggested coaching should be available to all staff:

John Whitemore's very thorough introduction Coaching for Performance: GROWing Human Potential and Purpose - the Principles and Practice of Coaching and Leadership (London: Nicholas Brealey, 2009 [1992]).

The CIPD's guide to coaching and buying coaching services: http://www.cipd.co.uk/binaries/coaching_buying_services.pdf Sherpa Coaching Seventh Annual Executive Coaching Survey

If you have any further questions do not hesitate to contact us either by emailing [email protected] or calling 01273 590232.
In This Issue
What is coaching and what can it do?
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LCP business coaching aims to support and guide an individual or team to achieve their full potential. By working through real business challenges, achieving clarity and generating solutions, our coaching provides 'real time' sustainable learning, leading to performance improvement with tangible results ... Read more 

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LCP is a Sussex-based firm that provides bespoke management training, leadership development, business consultancy and coaching.

Learning Consultancy Partnership LLP
Ascot House, 18-20 Third Avenue, Brighton & Hove, BN3 2PD

+44 (0)1273 590232 
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