In order to make sure that an organisation gets added value from coaching, consider how you are “harvesting the learning” at a thematic level from all of the coaching that is going on. Often, coachees bring similar issues to coaching, and sometimes they are issues that could be better addressed at the systemic level, rather than
For HR/L&D
Coaching culture: coaching supervision
Why coaching supervision? “The purpose of supervision is learning that leads to the continuous development of the conscious competence of the supervisee and the supervisor and to a higher level of practice. At its core, supervision implies an accountability to learning – that of the supervisor and supervisee – that may extend to that of
Coaching culture: roles
If you like to see the big picture of how this series fits together, take a look at this blueprint for Creating a Coaching Culture. I’ll continue to write posts that fill in the boxes. Today’s post gives us an insight into the roles needed to support the creation of a coaching culture. First and
Coaching culture: where can coaching add value?
So far, in our series about creating a coaching culture in an organisation, we’ve looked at what is the problem you are trying to solve?, experiencing coaching, integrating coaching into every process and how will we know it’s been successful?. What else do we need to think about when creating a coaching culture? You know from the above what
Coaching Culture: how will we know it’s successful?
Evaluation of your coaching culture starts at the end result – with the performance outcomes for the business. But that doesn’t mean that you should wait to come up with an evaluation strategy until the work has started or even ended, because you might end up doing the wrong work that doesn’t lead to the measures of success
Coaching culture: integrate into every process
You can train people how to coach, but if they don’t see a connection with the way that your company’s processes are carried out, they are not particularly likely to put their new-found skills into practice. For example, what is the philosophy of your performance management process? Does it reflect more of a command and
Coaching culture: experiencing coaching
We established in last week’s blog that establishing a coaching culture is not an end in itself, but a means to an end. And, as with all culture changes, there are multiple levers that need to be pulled in order to make it sticky. I always advocate that people receive coaching as a first step. You can
Coaching culture: What is the problem you are trying to solve?
One of my ex-bosses had a bit of a catch-phrase (thanks for the legacy John). You can tell it’s a catch-phrase because a) he said it all the time and b) I have never forgotten it! That catch-phrase isn’t very sexy, but it IS really powerful in a business sense: “What is the problem you
Coaching People Through Transitions
So how do we summarise this series on coaching people through transitions? Would it be useful to you to have a handout of the kinds of questions you might ask yourself or others as you/they pass through the different phases of transition? If so, here it is: Coaching People through Transitions Questions Don’t be overwhelmed
Coaching People through Beginnings
We’ve looked at Coaching People through Homeostasis, Coaching People Through Endings and Coaching People Through the Neutral Zone. Only now are we ready to coach people through beginnings. A beginning does not necessarily happen at the start of something new. That might sound odd, but remember that we are talking about the inner workings of the
Coaching People through the Neutral Zone
Having looked at homeostasis and endings, it’s time to move into that uncomfortable neutral zone, where you are neither here nor there. Generally, people want to get out of the neutral zone as quickly as possible, but this is a time for reflection – almost like a sabbatical – to let things figure themselves out.
Coaching People through Endings
Last week, we looked at coaching in a person who is stuck in homeostasis. Once they have decided to make a change, there will be an ending of the old way of being or doing, deconstructing that old way, recognising the losses, and celebrating the ending. So how can we, as coaches, help them through
Coaching People in Homeostasis
I wrote previously about the stages of transition. Here’s a reminder: For every external change, there is an internal transition that needs to take place. This picture shows that endings come before beginnings; and that there is a no-man’s land or neutral zone in the middle, where there is confusion and doubt. As human beings,
Power in the People
What drives me to believe in Human Centered Leadership? It’s that power is in the people. Power to achieve. Power to get results. Power to support and challenge others. One of my tribe has often quoted Wolfie, from a 1970s UK sitcom called Citizen Smith. Wolfie often chanted “Power to the People”. I do love that
Human Centered Leadership
Continuing with the theme of Human Centered Talent Management today, let’s talk more about Human Centered Leadership. Businesses are run by human-beings. Human-beings make them run smoothly; human-beings create value for the company and its stakeholders; human-beings make or break a business. It’s odd then, that although so many companies talk about their people being
Human Centered Talent Management
I listened to a wonderful podcast this morning by an ex-colleague and good friend Antoinette Oglethorpe, in conversation with members of the Association of Coaching Supervisors. It was a wide-ranging discussion about talent management, and how coaching supports succession planning through the discovery of an individual’s aspirations, support for their development and help through transitions into
