Maintain your old Siemens Hipath system

Successful Implementation of Company Wide Coaching Programmes

Ten years ago I was fortunate enough to be heavily involved in the implementation of a company wide coaching programme, both as an employee who was to receive coaching but also as a manager and coach who was expected to regular coach my reports and my peers to enable them to achieve their objectives. I say, fortunate enough, because I found that when I was coached effectively I became really motivated and focused, and when I finally became a proficient coach, I again found it motivational in that I was able to support and enable my direct reports to achieve more.

There were though many pitfalls along the way to achieving total acceptance of coaching as a skill that not only motivated but also enabled employees to become more capable and productive. In this short article I will outline the necessary steps I feel an organisation must take in order to ensure that they implement a coaching programme effectively. Ten years ago I feel that although we made great progress we also made some mistakes which I would encourage organisations to be aware of when deciding to go down the 'coaching' route.

1. Ensure coaching starts at the top and is supported by the 'top'!

Many organisations are recognising that coaching is a skill that all managers of people and teams must possess. However, many organisations only concentrate on ensuring that 1st and perhaps 2nd line managers are trained in the skill. Suddenly middle or junior managers become skilled in coaching but never experience the power of coaching from their own senior management. In relation to ensuring that everyone who will be involved in the coaching programme 'buys ?in' to the coaching philosophy they need to hear that the 'top' executives are committed to coaching both in terms of promoting the skill but also to be seen to utilise the skill themselves in that they are coached and that they coach their own direct reports. In other words everybody has to 'walk the talk'.

In my last organisation before going self-employed this was not the case. A few senior members of the Board and a couple of key HR personnel promoted the skill of coaching well and 'practiced what they preached'. Unfortunately some very senior managers did not and continued to use very directive behaviours towards their staff whilst communicating that coaching was a 'fad' that would soon pass! This caused confusion at middle management levels with the result that a number of managers did not take their coaching training very seriously. Fortunately other managers did and their teams eventually experienced the benefit.

2. Will everybody understand what coaching is and what it can do them?

This was one of the first hurdles that we had to overcome. Simply, people did not understand why the organisation was implementing such a programme and also people did not fully understand what coaching was exactly. Some believed it was training and that all it meant was that you told people what to do and showed them how to do it. After all that was what their sports coach did! Others thought it was more about counselling and you only used coaching when there was a deep problem causing under-performance. All in all not everyone had a good understanding of what coaching was and how it differed from the likes of training, mentoring and counselling. Also many people because they had not been exposed to effective coaching had no experience or idea of why coaching could be a benefit for them; either as the coach or as someone being coached. Before employees can move on and take part in a coaching programme they must be 1005 aware of what the skill of coaching entails and what it can do for them.

3. Those who are going to act as coaches must be trained effectively.

Most companies will take on the services of a training provider or consultant to support them to implement the coaching programme. Beware. Make sure you do your homework! There are numerous coaching schools, training companies and consultancies who now offer 'coach training'. Some will be excellent; some not so hot. We had some major problems with the group that we used in that not all their trainers/coaches had the necessary skill and experience with the result that not everyone in the organisation received the same quality of training and coaching. I was extremely lucky in that I had an excellent coach who was also a fantastic trainer.

What should you look for when selecting a coaching training company or consultancy?

The most important thing to look for in selecting a provider company is to ensure that you are comfortable that you can form a powerful and productive partnership with them. There are a number of questions you should be asking in order to ascertain this.

? What is their experience of supporting coaching programmes? (Years of experience, types of situations, companies worked with, references)

? What is the experience of the individual consultants? Business backgrounds? Coaching experience? Coaching Qualifications? Any experts within the ranks? (There are a lot of 'life coaches' now offering corporate manager-coach training and many do not come from a corporate background. Although this does not mean they won't be good coaches, it may mean that their credibility in the eyes of the trainees/coachees might not be all it could be, and this could present problems)

? What coaching models does the provider use? Do they stick to one model or are they able to utilise a number of coaching models which they can fit to the purchasing company?

? How flexible is the provider? It is all very well putting together a coaching programme to satisfy an initial proposal but are they able to flex this programme as befits the needs of the organisation as they go through the programme? Flexibility is key in any coaching programme as not everything will go to plan and not everybody will progress at the same pace!

? Does the provider offer variety of interventions within the programme? A good provider will ensure that the programme is varied with it being a mix of classroom theory, role-play and other experiential practices together with assignments, action plans, review days not forgetting 1:1, group and telephone coaching support.

? Are they prepared to ensure that they measure their success and agree with you what exactly success looks like? If they are not then forget them!

? Are they affordable? Some companies and consultancies charge very high rates and deliver excellence and are value for money. Some are the opposite and some charge very reasonable rates and are also excellent. The main point is that you should also do your sums and make sure you can afford the programme because it could last a fairly long time, particularly if you are a large organisation.

Coach training takes time and although there are some very good two ?three day courses available the real secret to establishing and reinforcing coaching skills is to ensure that once the basic theory is learned, these skills are immediately put into practice. A good coach training provider will always offer follow up support either in the form of review days, 1:1 coaching, group coaching (action learning sets) and telephone coaching support. Having said all this in many instances it will depend on the budget available but whatever the situation please ensure that you do your homework on the outfits that you have singled out in your tendering process. If your managers and coaches do not get the required and proper training then the whole coaching programme could collapse before your very eyes.

4. Ensure that those who are doing the coaching have some form of measure.

Firstly it was my experience that although everyone went through the coach training not everyone was prepared to go away and start coaching! Reasons for this were varied. Some cited too much pressure of work and not enough time; others simply outlined that they didn't believe coaching would work for their reports; some stated that they were already coaching, whilst others decided that they needed to coach more because they now believed that this was the way to motivated and up skill their staff. The end result was that although some managers had a strong motivator to coach, others did not. How did we get round this challenge? Well we got half way there, in that in every manager's measures of performance there was an objective around how much time would have to be spent on a one to one basis with individuals in their teams. This at least got people to make sure they put time in their diaries in order for this to happen. However this was only half the battle as it was no guarantee that within this dedicated time, the manager would actually do any coaching! What I believe should have happened (and what I now believe is happening) is that the manager on a regular basis now asks for feedback on their coaching skills from the people they are coaching. Each coachee will have a list of the competencies and behaviours that an excellent coach should exhibit and every so often the manager will ask the coachee for feedback on these. Only by taking both the objectives and feedback approach will you ensure that coaching is taken seriously.

5. Regularly review progress against agreed measurement and success criteria.

Finally the success of the coaching programme overall should be measured. As with any training intervention it is not always that easy to measure how successful the intervention has been. Sure, the feedback following the course was great and the trainer/coach was superb, but did any lasting change happen and did this result in improved behaviours and subsequent improvement in productivity?

Organisations should look to both qualitative and quantitative measures where possible. Qualitative measures include written feedback about how the coachee or employee feels about the coaching ? do they feel more focused, more motivated, has morale improved, do they look forward to their coaching sessions etc. Qualitative measures though do not always satisfy senior management who, in many respects, do not respect 'happy sheet' feedback. What they want is hard evidence based on data and results. If they do not get this then suspicion about how effective the interventions often occurs and future investment in such 'soft skill' ventures can be difficult to access.

Where possible if you are looking to demonstrate a return on the investment then you should look to measuring outputs such as sales or production; look at sickness rates, employee retention rates together with improvements in individual competency ratings where possible. We were constantly being pressured and challenged to prove a return on the huge investment that the company had made and although we struggled in the early days to prove that coaching worked we eventually gathered together enough quantitative data to prove our case.

In Summary, in order to support your organisation to successfully implement a coaching programme at all levels the do the following:

1. Get 'Buy-In' from the top and ensure they are committed to the skill of coaching and that they lead by example. Others will follow.

2. Make sure everyone involved understands why coaching is being implemented, what coaching is and how they as individuals will benefit' not only as a coach but as someone being coached.

3. Choose your coach training providers very carefully. Are they experienced coaches? Can they train effectively? Do they have a list of satisfied clients? Do they provide ongoing follow-up support?

4. Are there enough motivators in place for managers to coach? Is coaching part of their specific objectives and are they being measured on these objectives? Are they asking for feedback on their skills?

5. Make sure you put both qualitative and quantitative measures in place and that you review these regularly, always remembering to communicate these to senior stakeholders.

Another important point is that all this takes time. If you think you can implement a coaching programme in a matter of weeks then think again. You will need time to get the support of senior management; time to put a training plan together and then time to implement that training plan. Then there should be a re-inforcement and sustainability period when the newly found skills are being implemented and developed through feedback. Time should also be put aside to ensure feedback is collected and measurement against the success criteria is monitored and communicated. Give at least six months to a year for your implementation and then be prepared to continually assess and develop the skills on an ongoing basis.

Coaching programmes are lengthy and can be exhausting given the continual training, monitoring and influencing of stakeholders, but ultimately they are very worthwhile as the organisation and its people grow as a result.

About the submitter:

Allan Mackintosh is a Performance Management Coach with team development specialists, Reivers Development. He is an accomplished speaker and author of 'The Successful Coaching Manager' (Troubador Press). He is also the creator of the coaching models OUTCOMES® and CARERS?.

He can be contacted at 01292 318152 or e-mail: allan@reivers-dev.com He has his own personal website at http://www.pmcscotland.com

In The News:

Cyclone survivors clinging on to trees as they await rescue
Thu, 21 Mar 2019 05:07:00 +0000
Aid workers are scrambling to get food and water to desperate survivors of the devastating cyclone that hit Mozambique, Malawi and Zimbabwe, as thousands remain trapped by floods.

R Kelly asks judge for permission to perform gigs in Dubai
Thu, 21 Mar 2019 16:52:00 +0000
R Kelly has asked a judge for permission to travel to Dubai so he can perform shows and "meet with the royal family".

Four men arrested for 'secretly filming 1,600 hotel guests'
Thu, 21 Mar 2019 09:38:00 +0000
South Korean police have arrested four people on suspicion of secretly filming around 1,600 hotel guests and live-streaming or posting the footage online.

Gucci criticised for selling dirty trainers from £615
Thu, 21 Mar 2019 15:46:00 +0000
Box fresh trainers might become a thing of the past as Gucci has become the latest high-end fashion brand to sell scruffy footwear.

Trump under fire over 'bizarre' John McCain funeral comments
Thu, 21 Mar 2019 07:19:00 +0000
Donald Trump has come under fire from his own party after unleashing a bizarre tirade against the late Republican Senator John McCain.



tikatoshop.it

Erfahrungen mit Pallhuber Wein
Agen Bola SBOBET Terpercaya

Travel in comfort and at your leisure with CT Airlink Limousine & Car Service for top quality private transportation and exceptional customer service. We operate Sedans, SUVs & Vans for CT Car Services to covering all Connecticut airports including Car Service from CT to Newark Airport , Mohegan Casino Uncasville CT, Foxwoods Casino Mashantucket CT, Manhattan Cruise Terminal NYC, Brooklyn Cruise Terminal NYC and Bayonne Cruise Terminal NJ. CT Airlink hire licensed and friendly chauffeurs who have in-depth knowledge of the Areas.

Two Leadership Strategies: Don?t Lose Your Mind & Be a Coach

Are you feeling overwhelmed, a lack of confidence or under... Read More

A Visualization Exercise on Managing Expectations for Adults with ADD

As adults with Attention Deficit Disorder (ADD), we often find... Read More

Are You Seduced by The Dark Side of Wealth Creation? Get-Rich-Quick Scammers

With the growing number of expert business people, consultants and... Read More

Can Versus Cant

It is my personal opinion that there are two words... Read More

Burn-Out ...Whats Next?

If you feel the heat of burn-out, it is possible... Read More

Sheep Do Not Start Out Lost

Have you ever thought about how sheep get lost? Even... Read More

The Amazing Secret To Ridding Yourself Of Self Consciousness

One of the biggest challenges to developing superior communication skills... Read More

Coaching Skills

IntroductionThe question for leaders in organizations today is how do... Read More

How Do You Build Momentum in Your Business and Life?

A few weeks ago at a "Leadership from the Ground... Read More

Enhancing Life for a Lifetime

Do you often feel lonely, anxious, or even depressed? Is... Read More

Corporate Coaching and Employees: One Step Ahead

"Don't shoot... We're on the same side."Contrary to popular belief,... Read More

Who Do You Talk To?

Many of you reading this will be running businesses, or... Read More

Budda In Your Back Pocket

The other day I was late for something. Not very... Read More

Communicating Anger Compassionately

Whether it is irritability or unmitigated rage, anger is an... Read More

What is the Success Lesson in this Story?

One of my clients gave me permission to tell you... Read More

Trust In The Moment, and Trust In Yourself

Do you often get yourself upset and feeling less than... Read More

3 Secrets to Developing Superior People Skills

1. If What You Are Doing Is Not Working Change... Read More

Life Coaching for Success and Fulfilment

We live in a world of rapid change and uncertainty.... Read More

What Can Be Changed In Management To Improve Bottom Line Results?

If you don't have the full support and understanding of... Read More

4 Amazing Tips To Successfully Persuade Anyone

Having excellent persuasion skills is one of the most important... Read More

Use a Journal for Self-Discovery and Self-Expression

As a therapist, I often suggest to clients that they... Read More

Courage and the Agony of Coaching Employees

Coaching employees on sensitive and personal topics like performance or... Read More

Why Therapy Fails Sometimes

I saw a couple for marriage counseling this week, and... Read More

Business Coaching - Ten Ways of Dealing with Mistakes You Made

You can either choose to dwell on what happened and... Read More

Becoming An Information Filter And A Knowledge Sponge

As the title states, "Become an Information Filter and a... Read More