CIPD NAP Coaching for business benefit and possibility

The blog squad have gone our separate ways and I’ve joined this session with Bernadette Cass of Heworth Associates and Peter Lumley of Realising Change.  Both are coaches.

Coaching can be amazing to give people space to think but we need this to also make a difference to a business – that’s what we’re going to hear about.

Bernadette speaking first, and being clear that it’s essential that a coaching contract is set up from the start of a coaching relationship to describe the purpose of the coaching – objectives & outcomes, measures of success.  Sounds so simple but her experience is that clients find this challenging.  Bernadette encourages the individuals and teams to find their own way to taking a coaching approach.  And then finds they deliver amazing things.

Her background is IT implementation and noticed that success was so varied across different parts of the organisation.  This led her to wonder how sustainable change happens.  She started to use coaching as part of her change toolkit because if she used it as part of the set-up, the change was sustained. A coaching approach…..

 Coaching Approach

But we also need to be clear on HOW we’re going to be in the coaching relationship – what is required for us to work effectively – what do we expect of each other, confidentiality, openness.

Case study – peers and team found it hard to work with a certain manager, turnover in the team was high.  But she didn’t accept that she was directive and hard to work with.  She saw she was effective and delivery focussed.  True but denying others’ perspectives of her.  She struggled to lead or influence.  This was stopping her career to get on the board.

Started by getting feedback from those around her which gave her clear and direct feedback.  This was followed by a 3-way conversation between her, her manager and Bernadette to be clear on purpose of the coaching.

The first session showed that her behaviour was meeting a need – a need for perfect work.  But it drove her to make her team feel de-valued for the work they were doing.  Her real intent was to do a great job.  By exploring how she wanted it to be instead, and the conversation around that, she shifted from ‘my role is to make these people to do a perfect job’ to ‘my role is to enable others to grow and develop to do a great job’ – she had a mission to leave a great legacy by working through others.

A result that surpassed expectations.

Leave a Reply