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Go from good to great by…EMPLOYING COACHING OR
MENTORING APPROACHESLondon HR and Training
July 2016
Introduction
Page 2
Intro - London HR and Training
• London HR and Training is a specialist human resources and training consultancy headed by Timothy Holden
• 10 years in banking• 20 years in training and human resources• Business owner since 2007• The core services provided by London HR and
Training are:- Reducing costs and saving time through bespoke HR initiatives and projects- Training course design and delivery- Services for job seekers
Page 3
Contents5-6 Definitions7-8 Motivators for obtaining coaching9-10 Aims of coaching as stated by employers11-12 Situations where coaching is a suitable development tool13-14 Choosing a coach15-16 Areas to include in a coaching agreement17-19 Becoming a better coach20-21 Coaching strategies for managers22-23 Process for coaching through questions24-25 Coaching techniques that inspire people to improve26-27 Routes to building a coaching culture28-29 Pitfalls to avoid with coaching30-31 Apps for coaching and mentoring32-33 Levels of dialogue for mentoring34-35 Characteristics to look for when seeking a mentor36-38 Guidelines for high impact mentoring39-40 Benefits of ongoing groups for mentoring41-42 Strategies for mentoring program managers43-44 A broadening of the purpose of mentoring45-46 Building blocks of mentoring in 201647-48 Exercise49-50 To sum up…
Definitions
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Definitions• Coaching• Mentoring
Page 6
Motivators for obtaining coaching
Motivators for obtaining coaching
• Self-confidence• Work-life balance• Career opportunities
Page 8
Aims of coaching as stated by employers
Aims of coaching as stated by employers
• Assist performance management• Prepare and support people in
leadership roles• Support learning and
development
Page 10
Situations where coaching is a suitable
development tool
Situations where coaching is a suitable development
tool• Helping competent technical experts develop better interpersonal or managerial skills
• Developing an individual’s potential and providing career support
• Developing a more strategic perspective after a promotion to a more senior role
• Handling conflict situations so that they are resolved effectively
Page 12
Choosing a coach
Choosing a coach• Find a certified or accredited
coach• Check references and experience• Test-drive the coach
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Areas to include in a coaching agreement
Areas to include in a coaching agreement
• Confidentiality• Duration • Cost• In person, online or by telephone• External or internal
Page 16
Becoming a better coach
Becoming a better coach 1 of 2
• Listen• Silence• Unconditional positive regard
Page 18
Becoming a better coach 2 of 2
What can organisations do?• Coaching managers to coach
better• The thinking partner-investing in
high and low performers• Quality coaching rather than
‘just’ coaching• Establish a coaching culturePage 19
Coaching strategies for managers
Coaching strategies for managers
• Build a foundation of trust• Clear communication• Be a motivator and morale
builder• Listen• Ask powerful questions
Page 21
Process for coaching through questions
Process for coaching through questions
• Issue (problem)• Impact (present status)• Ideal (future state)• Intention (plan)
Page 23
Coaching techniques that inspire people to
improve
Coaching techniques that inspire people to improve • Coach the positive rather than
critique the negative• Use lead-in statements• Ask the other person what he or
she needs to learn• Focus on the future
Page 25
Routes to building a coaching culture
Routes to building a coaching culture
• One-to-one coaching; discovery, development and deepening
• Developing leaders as coaches• Team coaching
Page 27
Pitfalls to avoid with coaching
Pitfalls to avoid with coaching
• Failure to prioritize• Desire to overuse• Failure to position properly
Page 29
Apps for coaching and mentoring
Apps for coaching and mentoring
Points to bear in mind• Be patient• Be fun• Be accessible• Understand your audience
Page 31
Levels of dialogue for mentoring
Levels of dialogue for mentoring
• Idea/opinion level• Behavioural observation level• Feeling level• Judgment/assumption level
Page 33
Characteristics to look for when seeking a
mentor
Characteristics to look for when seeking a mentor
• Experience of both success and failure
• Experience in the sector or industry
• Someone who is easy to get along with
• Someone who it is possible to build a long-term relationship with
• Someone who is honest and direct
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Guidelines for high impact mentoring
Guidelines for high impact mentoring 1 of 2
• Don’t start a mentoring program unless you have got a strange hunger for failure
• Separate life and death technical knowledge that must be taught from other life and death essentials that are the real focus of mentoring
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Guidelines for high impact mentoring 2 of 2
• Choose one or two people who bring a lot to the business performance table
• Inspired mentoring begins with a different set of assumptions
• The secret behind inspired mentoring is that mentors benefit as much as protégés
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Benefits of ongoing groups for mentoring
Benefits of ongoing groups for mentoring
• Supervision from an external mentoring expert
• Opportunity to sharpen their mentoring skills
• Peer mentoring• Reassurance in the role• Being part of a trusted group
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Strategies for mentoring program
managers
Strategies for mentoring program managers
• Be prepared• Let your commitment show• Make your own growth and
development a priority• Challenge yourself• Keep your antennae up• Think leadership succession• Don’t go it alonePage 42
A broadening of the purpose of mentoring
A broadening of the purpose of mentoring
• Increasing an organisation’s intelligence
• Enhancing an organisation’s ability to compete
• Accelerating employee development
Page 44
Building blocks of mentoring in 2016
Building blocks of mentoring in 2016
• Open and egalitarian• Diverse• Broad and flexible• Self-directed and personal• Virtual and asynchronous
Page 46
Exercise
Exercise
Page 48
To sum up…
To sum up…• Conclusion• Summary• Videos• Useful links
Page 50
