Cipd conference 2013 presentation by Helen Askey Orange Pip

Creating a coaching culture – can it be done?

Helen Askey Orange Pip Learning, September 2013

centenary eventCIPD

www.orange-pip.co.uk [email protected] 01832 733587

ABOUT ME

PCC accredited coach with ICF – 2785 logged coaching hours

Coach supervisorTrained over 600 coaches Develop leaders and teams PhD researching empowerment Love what I do

AND YOU?


I WANT TO EXPLORE TODAY

Challenges of a coaching cultureCase studiesA little bit of theoryPractical examplesStuff you can think aboutAnd even do something with!!


THE ROLE OF A MANAGER IS CHANGING


GEN Y – WHAT DO THEY WANT

FreedomAutonomyFlexibilityConsistent feedbackMeaning

By 2025 75% of workforce will be Gen Y


DEFINING COACHING

How do you define it?


DEFINING COACHING

How do you define it?Coach - medium of transport that traces its origins to

the Hungarian word kocsi meaning “carriage” 1830 in Oxford University slang for a tutor who

"carries" a student through an exam.The first use of the term in relation to sports came in

1831“Coaching is unlocking a person’s potential to

maximise their own performance. It’s helping them to learn rather than teaching them”. Tim Gallwey


HOW WE SEE COACHING

Encouraging ownershipReflection timeAccountabilityFollow through Relationship buildingSolving problemsAdding valueBuilding capability


HOW WE SEE COACHING

NOTJust asking questionsA one time eventAbdication

Manager has duty of care


SOME FIGURES

80% of organisations use coaching 68% of those with 230 – 500 employees34% of organisations offer no support or

development for internal coaches

Source ILM


THE GROWTH OF COACHING

80% of respondents worked in organisations that were investing in one or more forms of coaching (CIPD 2006)

Learning and development are more effective when based on real-time challenges at work and involve the whole person, rather than sub-sets of skills

Develop leaders and managers who are far more skilled in relationships and engagement


GAMES OF TWO HALVES

Internal coach Off line roleMore whole person relatedContractingProbing Regular and defined


GAMES OF TWO HALVES

Line manager as performance coachJob performanceDaily practiceIncrease in skill spectrumExpected as part of leadership


THE CHALLENGES AT A SYSTEMIC LEVEL

Recruitment of coachesDoes the organisation really understand

what a coach does?Contracting the roleLearning the skillsHow do you know the coaching is

working?Keeping the development going


THE CHALLENGES AT A PERSONAL LEVEL

A tool in the toolkit – still OK to tellConfident to challenge performanceInherent power imbalance in the

relationshipManagers agenda needs to be overtClear performance agenda


KEY CHARACTERISTICS OF MANAGERS AS COACHI have helped them all develop themselves as

individualsI am very good at observing their work to guide my

management of themI am very good at helping them all to express their

own action plansI actively help them all find and get training/learning

to improve their performance and skillsI am very conscientious in giving them all feedback

on the work – positive and negativeSource: Anderson 2009


BARRIERS TO COACHING

I haven’t the time – 61.99% It’s not the style in my organisation – 9.68%They are difficult people – 9.43% I lack the skills – 6.2% I don’t know where to start – 3.76% It’s not my style 2.49% I haven’t got the patience 1.9% It’s not part of my job – 1.82%No reward for me – 1.67%My staff would leave – 1.05% Source: Anderson 2009


THE MINDSET SHIFT


MANAGER’S PSYCHOLOGICAL NEED FOR CONTROL

OutcomeProcessDeadline


AWAY FROM…AND TOWARDS

Moving from…EgoEnforceEndangerEliminate

Moving to…EmpowermentEnablingEngagingEfficacy


MANAGEMENT PRACTISE

Persecutor - Power Rescuer - Responsibility

Victim - Vulnerability

DRAMA TRIANGLE – STEVE KARPMAN


THE NEED FOR SENIOR MANAGER ENDORSEMENT

The culture! Role models Being OK not to be the expert all the time


SUSTAINING THE SKILLS

PractiseFeedbackCommit to get better(remember 10000 hours!)Supervision


CASE STUDY ONE

Engineering company, recognised need to change the control, paternalistic culture

Intention to develop group of internal coaches and develop line managers as coaches

Open invitation to all senior managers - ILM level 5 programme

Open invitation to all team leaders and middle manager – ILM level 3

18 senior managers11 team leaders


GROW

GoalRealityOptions Will (or way forward)

We wanted to go beyond the GROW model


FOCUS ON SKILLS, MINDSET AND APPRECIATION


SOME KEY CONCEPTS/SKILLS

ListeningReflectingFocusQuestioning MindfulnessEmotional intelligenceSelf awareness Feedback


CREATING SELF AWARENESS

Myers Briggs Type IndicatorEmotional Intelligence (TI)Learning styles Values assessmentFeedback, feedback, feedback! Thinking time


SOME QUALITIES WE ENCOURAGED

Being curiousBeing OK with not knowing the answerOther people having better solutions than

you Getting out of the way Changing the perception of leadership

and management


MOTIVATIONAL QUESTIONS

Building the resolveDraw out and reinforce statements about

self motivation and ability to changeMeasuring readiness to changeGive freedom of choice and self directionStrengthen desire to change


CHALLENGES

“Sitting on my hands”“Letting others think”“Being OK with a different solution to mine”“Finding the time to coach – quicker to tell”


GAINS

“More motivation”“I actually enjoy my job more”“Seeing the team be more responsible”“People actually enjoying themselves”


CASE STUDY 2

Knowledge based company2 year leadership development programme 24 participants each yearAll participated in coachingAll participated in line manager as performance

coach All offered development to be part of internal

coach pool


ENGAGING THE SENIOR TEAM

Key group of sponsors Regular 3 month updatesPresented at senior manager conferenceLive coaching of senior managerReflections


BOUNDARY MANAGEMENT

CoachCounsellor/therapistMentorTrainer

Dilemmas to bring out the difference


CONCEPTS THAT MADE A DIFFERENCE

RapportHolding to accountTime to thinkFollowing throughBeing present



KEY LESSONS

Good to co-create internal coaching policy with HR team

Participating in coaching before learning it really helped

Being patient – managing the learning curve!

Consider how to let others know you are broadening your management style


THEIR KEY LEARNINGS

Importance of personal goals for coaching Involvement of line manager for feedbackRepeating 360 gave metrics Sharing experiences – peer supervision Having qualification gave focus


CHALLENGES

Push back from senior managers who defined leadership as having a knowledge position

Foundations wobbled – do we really want to be challenged?

But people want more from their managers!


ONE REAL SUCCESS

Each trained coach became a resource to colleagues – change coachThinkReflectPlanEngageImplement


EVALUATING SUCCESS

93% measure outcomes70% use the appraisal40% 36049% assess against KPI and goals (ILM)

Consistency is key


WHAT DO YOU THINK WILL BE SOME OF YOUR BLOCKS?


SUSTAINING COACHING

Coaching supervisionSkill shot sessionsCreate business drivers for coaching Keep educatingLearning lunchesEncourage networking


THE SUPPORT/CHALLENGE MATRIX

Source Blakey and Day


SOME THEORY – LINK TO EMPOWERMENT

Sharing of power (Burke 1996)Self efficacy (Bandura 1981)Work as liberating (1996)Learned helplessness (1975)Self determination (Deci 1989)Meaningfulness (Thomas and Velthouse 1990)Management practise (Logan and Ganster 2005)


LESSONS

Make coaching a development activity – not purely remedial

Keep momentumBe clear – internal coach pool and/or line

manager as performance coachTake Dan Pink to heart!! (Autonomy, mastery

and purpose)Volunteers become advocatesSoft and hard – manage the challenge


SUMMARY

Development tool for driving performanceDevelop and sustain internal capacityClear communicationEngagement plan


ARE YOU

READY?


ARE YOU READY?

Do your managers want people to thrive and not need them?

Do you have time to coach ?Manage the balance when to coach and when not to

coachManage the early adopters – become inspiring

advocatesKeep senior team briefed, developed and awareAre you ready to manage any fallout?Danger – engagement may increase!People may want more!


AND FINALLY....

Stay young, stay foolish, and put a ding in the Universe

Steve Jobs

Thanks!!

Helen Askey


Please do get in touch to discuss and explore

how you can create success

Helen Askey

Tel No: 07712 880772

Email: [email protected]

Do you want more information?

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Cipd conference 2013 presentation by Helen Askey Orange Pip