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Coaching delivers results in large measure because of the supportive relationship between the coach and coachee, and the means and style of communication used
(Whitmore, 2000. p.7).
You don't have to be a technical expert to be able to coach people, you do however, need to be a good coach.
Our approach is to use our excellent coaching skills to ensure individual and organizational performance is enhanced.
We have worked with a series of senior managers to develop and maintain excellent performance. This example focuses on an individual coaching programme in a well known telecommunications company.
The context
A company Director, Peter, was keen to optimise his work performance. He had recently taken part in an internal 360° feedback programme which highlighted some areas in which he could improve his performance.
Peter was keen to challenge some of his less effective behaviours and decided a tailored individual coaching programme would be perfect. He wanted a challenging, open process that would lead to real personal development.
Our response
The focus of the programme was to improve Peter's communication, people management and team working skills. Peter identified clear outcome and performance goals for these areas.
A tailored coaching programme was developed in partnership with Peter. This was implemented over a six-month period.
The programme involved personality and motivation profiling, followed by a day's experiential work based on tailored case study scenarios capturing situations Peter found particularly challenging. Immediate feedback supported by video replay was used to enhance learning.
Following a period of consolidation and review, where monthly coaching sessions were ongoing, a second stage involving workplace observation, feedback and review was conducted.
The outcome
Peter was delighted with the programme. Reports from colleagues confirmed Peter's behaviour had indeed changed. Peter's performance improved, and he personally experienced greater satisfaction and lower stress at work.
References:
Whitmore, J. (2000). Coaching for Performance. Nicholas Brealey Publishing. London. .
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