Using Coaching Principles to Transform Workplace Relationships
The journey from micro manager to supportive leader
In a nutshell . . .
In the past few years the world of work has witnessed an explosion in the use of Coaching” as a means of increasing the performance of individuals at work. There are many claims to the positive effect that coaching has on individual and organisational performance, but little clear evidence that coaching alone can bring about the transformation in workplace practices required to enable individuals, irrespective of job role, to welcome and embrace full responsibility and accountability for the work that they do. Unfortunately, and despite the best intentions of the organisation, there remains suspicion and often underlying resentment to the perceived “real reasons” for introducing formalised coaching sessions, particularly when it is seen as contradicting the stated values of the organisation.
Confusion may also exist around the many models of coaching and the different approaches, but more importantly we believe that there is real confusion about what coaching really means in practice.
Most people can associate with the Sports Coach model and understand the role of the coach in bringing about improved performance. The coach builds knowledge and helps improve technique. They pass on their own experience and they strive to build confidence and self-belief in the person being coached. Equally important is the coach’s ability to build a strong relationship without creating a dependency, enabling the coachee to develop their potential. Each coach will have a different approach, using their own experiences, personality and techniques. A significant and critical factor however is that the coachee is normally open to being coached and welcomes the intervention of their coach. This is not always the case in the workplace.
The world of work is different. In general, the use of highly structured coaching processes using prescribed models is becoming increasingly common. However, there is a danger that, like many other interventions, the process becomes more important than the outcome.
In this module we are not aiming to turn you into a Coach but will help you understand how adopting the principles and characteristics of coaching and using them to develop your knowledge and skills to conduct meaningful and innovative “coaching conversations”, will transform the relationship you have with individuals, your team and others, enhancing the width and depth of your leadership capability.
Rather than a formal approach we will explore how spontaneity in coaching can be both effective and powerful.
