I am often asked about implementing strategies that will maintain peak performance, build on strengths and manage transformation. Coaching is a much talked about methodology that seems to be up at the top of assisting people with this as its individually focused, transformational, agile in content and schedule, short in time and as you are in the spot light there is little wriggle room when it comes to accountability against agreed actions.
So without beating about the bush here are some tried and tested ‘things’ to consider when building and implementing a coaching strategy.
Id love to hear about your experiences and so dont hesitate to get in touch (lizzie@rhodesjames.co.uk) or drop a comment in below
7 Areas to consider for the best coaching strategy
- What is the business need?
Before you even decide what intervention you are planning its always good to understand what the business, team or individual need is. This isnt just a few words on a page but take time to have conversations with the big influencers that will ultimately help you implement. Of course the people at the top, the leaders, are key as they will have (well you hope) an idea as to what they want to see happening consistently across the business when the strategy is going to plan. But dont forget those people who seem to have their fingers in lots of pies (big network across the business) and act as a undercover communicator and influencer. These will both help a great landing of a new venture.
Ask yourself:
What are the themes from the conversations about what needs to happen to reach success?
2. What is coaching and what its not?
‘Coaching’ as a word has been used in many contexts. Many people associate it with sport and the perception these are the people at the side of the pitch / court or outdoor space that bark out the orders for athletes to respond to. The chances are this ‘old style’ of sports coaching will be more mentoring than coaching.
However this is changing and England hockey very much train and encourage their coaches to coach in the true sense of the word as per the ICF definition below:
“partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential.”
It makes me wonder if Gareth Southgate and his 2018 England Football team have taken more of a true coaching philosophy.
Back in the world of business coaching there is a need to be conscious of the balance between the opportunity to learn and grow rather than based on the kudos of being on the program. So its good to check that those applying and asking to get involved do get what its about. Have a one to one conversation with each of the contenders to check.
Ask yourself:
What are people defining as coaching?
How are we communicating what coaching is and is not?
3. What are the benefits to the business and recipient(s)?
The benefits can be endless and far reaching but you need to be conscious that the benefits are connected with the business goals not just a ‘nice to have’ or ‘lets do this as everyone else in the industry is’.
The benefits may include:
- Tailored to individual needs rather than an ‘off the shelf’ style approach so specific needs and desired behaviour changes can be addressed.
- Coaching is delivered in the moment (rather than waiting for a course or event) and agile so can be fitted around a busy schedule and normal business can maintained rather than disrupted.
- Coaching tends to be about 1- 1.5 hours per session which means its short and can be completed on the move (as long as you have a little quiet space to hide in to have a confidential conversation)
- There tends to be flexibility in when and the detailed content. Unlike when you hire a business coach privately, there is a need to follow a goal that has been set in some shape by the business. So the first conversation may be with 3 in the room for the first 10 minutes as boundaries are set. But as the recipient of the coaching you are in the driving seat of the content and when you have the sessions.
- Not all coaching is 1:1 as teams can also benefit however whatever the set up the goals, content and actions are all defined by the recipient. Given there tends to minimal numbers or mostly 1:1 conversations there is no opportunity to hide. There is clear accountability that you are answering against. It is self led and stickable
- Opportunity to be challenged in a ‘safe’ environment. External coaches allow conversations with no pre-conceived ideas about any ‘baggage’ or ‘journey knowledge’.
- Coaching is a transformational L&D tool rather than transactional and delivers real time work outputs. In the age where learning and development is at times struggling to show its connection to value to the ‘bean counters’ the transformation as a result of coach is clear and connected to a return on investment.
- Act as a lure for great talent as its shown to be an offering during recruitment, for talent management and act as retention tool.
Ask your self:
What benefits are going to the benefits to our business? My personal development?
4. What programs can include coaching?
The programs you implement as part of your strategy will need to be connected to your business goals and may include:
a. Make the right career decisions This can be for those moving into top roles, during organisation transformation, post maternity and or had a career gap
b. Build communication strengths Whether as a leader who wants to communicate more effectively and or relationship issues how you come across can impact your outputs.
c. Maintain peak performance The relentless conveyor belt of life means there is little time to stop and reflect, work out opportunities to rest and so you can maintain the pace. After a recent coaching session the finance Director turned to me and said “Thank you. I now feel I can see the wood from the trees.”
d. Continue to grow new leaders / those new to role / those new to management People successfully move to new roles and sometimes this is the first time they have been at that level or stretch. They are keen to add value as quickly as possible but it can feel all too much and or it can dominate their lives if they are not careful.
e. Build great management behaviours to support business success They say people dont leave organisations they leave managers. These are the people who keep the infrastructure through formal and informal networks and help to keep the glue of delivery and value together. Its not as if they dont know what is a good or bad manager but need to esnure they deliver the behaviours required to maintain success.
Ask yourself:
What are the results we are wanting from our programs?
How is coaching going to add value to our programs?
5. The pros and cons of the internal / external coach?
There is an increasing number of companies using coaching as a tool for development and performance and this comes with a price tag. Internal coaches may know the organisation better than an external coach but are also closer to the politics and decision making.
Although coaching conversations are confidential the whole question of trust comes in. Would you be happy being totally open with your coach from the HR department? To maximise the opportunity in the desired outcome you need to be clear that whichever you select it fits the business need e.g. to be more outward looking I would suggest would mean you would be better off with external coaches.
If you go for external coaches think carefully what are your selection critera, how are you going to get feedback and how will you manage them as a community rather than as separate suppliers.
Internal coaches will need to have a similar feel of having their own community with feedback, quality checks in place, selection criteria, evidence of CPD etc.
Ask yourself:
What is the value of an external coach to our program? What wont you get with an external coach?
What is the value of an internal coach? What wont you get with an internal coach?
Then take your pick
6. What is the profile of the audience?
Different professions and different ages like to have things differently let alone our own personal preferences. So be empathetic with the approach. For example coaching for the ‘millennial era’ works well as they feel they are ‘in control’ and gain momentum quickly. The more senior and older could be over any formal kind of learning and therefore small bites of focused development will means they will see their return on investment quickly.
Ask yourself:
What are the characteristics of my audience how will they gain from coaching?
7. What are the priorities
Watch you dont get over excited with the amazing results of a coaching strategy, when implemented, will provide. It may the first time you have used coaching as a tool to maintain and build success so be clear what the priorities are.
Ask yourself:
Is it a particular team, set of individuals or area of the business that need the boost first?
What priorities will allow the program to have a great landing with the audience?
Dont forget to review priorities as you go along
8. What is your marketing and communications strategy?
There will be many people across the organisation or you personnally who would love the personal attention to support you transform. But how do people find out and is the message consistent.
Marketing and the communication associated with it is key. Keeping it simple will hopefully mean when the ‘jungle drums’ (conversations off line while eating luch or drinking coffee) start everyone will be getting a consistent message.
I have found that utilising the internal marketing skills that you already have works wonders and you can gain a few insights for other programs you may run. Think of it as a campaign that isnt just a communication at launch but an ongoing communication with success stories in writing and ideall on video to.
Ask yourself:
What is it about my communication and marketing that will mean I will get the relevant audience?
The chances are you know most of this and or its nudged a few things from past experiences that you dont want to repeat. But are you stuck at the starting line and just need a nudge to get going?
Here is a means to get started on the right foot….alternatively dont hesitate to get in touch for a chat and bounce ideas lizzie@rhodesjames.co.uk
How to get started?
a. Start small Find an element of the business that are keen and willing where you can gain the right momentum quickly. People are happy that their successes are shared and feedback is easy to come by. Although live it acts as a ‘pilot’ from which you can test an adjust. Its like a beta for a coaching strategy
b. Build a pool of coaches and create a community Create a selection criteria for coaches, build a pool of coaches and then get them together as a community either face to face or virtually. After agreeing with the coachees, start to build a picture of the themes / topics that are being coached. This could be useful for future recruiting, training and or identifying priorities.
c. Implement a policy / guidelines Everyone likes to be involved and or have the privilege of being on a great program. I highly recommend getting the parameters on paper for all to see. This keeps it transparent and also keeps you and others on track.
d. Have a check point to confirm its relevant Like all good programs you need to have point in delivery and or time where you review the benefits and successes. Take stock of these and then make the relevant tweaks.
e. Make it clear where the ownership lies. Learning is an individuals responsibility whether personal at home and at work. If you are setting this up make it clear that its the coachees responsibility to make it happen not you.
f. Have a simple 3 question feedback requirement. We all need to understand the value being given but keep the process simple, quick and easy means you will actually get some feedback.
f. Agree Business related goals, ideally with the manager, at the start so both coach and coachee are clear of the boundaries and opportunities.
g. Get top team on board. Get the top team involved as early as possible and ask them to lead in the implementation. Hopefully they will take the chance for some focused development and share their successes.
h. Collect stories of success and keep marketing it (utilise the skills of your internal team) Its like a marketing campaign which you dont just abandon when it has gone live. The energy and enthusiasm for the program needs to be maintained throughout.
These are some key point that I have experienced and some that have been shared by others who have implemented coaching.
What are your stories and do these points match your experience?
Please get in touch to continue the discussion lizzie@rhodesjames.co.uk
