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  1. Developing a Coaching Culture – best practice thinking Phillip Matthews Director, Executive Education UCD Smurfit School Peter Bluckert Programme Director UCD Smurfit School

  2. Developing a Coaching Culture – best practice thinking Presenter: Peter Bluckert Moderator: Phillip Matthews

  3. AGENDA Defining a coaching culture The evolving stages of a coaching culture Examples of corporate goals for developing a coaching culture Ten key principles in developing a coaching culture What do great coaching managers do? 25 minutes Questions and Answers 15 minutes

  4. 1. Defining a coaching culture “A critical mass of its members engage in creating relationships through which impactful conversations can take place that are crucial for continuous improvement of performance. They do this by actively and courageously seeking out opportunities to hold respectful and candid conversations. Vitally, they have learned how to value and use feedback from all sources as the key to developing the high trust relationships necessary for the transformation of organisational performance – the move from good to great” [Crane 2000 ]

  5. 2. The evolving stages of a coaching culture Executive coaching Typically starts here with external coaching to senior leaders to support development or prevent derailment Ad hoc growth Coaching grows in ‘pockets’. No one quite knows who’s doing what or what the organisational benefits are A more structured approach Recognition that a more strategic approach to develop internal capacity and a coaching culture is required. Executive briefings and Manager as Coach training courses are commissioned 1 2 3 Bedding in Leaders model coaching behaviours which creates a cascading effect. Managers engage in coaching conversations Coaching begins to stick. Integrating Coaching becomes integrated into people and performance management processes. Greater use of coaching with teams as well as individuals Normalised A critical mass/tipping point is reached and a coaching style of leading becomes a way of doing business, a dominant style of interacting 4 5 6

  6. 3. Examples of corporate goals for coaching • Develop and sustain competitive advantage • Support current leaders, grow future leaders • Retain high potential staff • Strengthen company cohesion and engagement • Staff motivation and support

  7. 4. Ten key principles for developing a coaching culture Start with the question - Why take this journey? Make an honest assessment of the current culture – what’s good and working well. What needs to improve or change and why? Align to business strategy. Should support business strategy and have clear business objectives. There needs to be a clear link between coaching and the success of the business. Establish ROI/ coaching evaluation process at the beginning against desired outcomes Drive from the top. Successful implementation requires Executive level commitment, championing and role modelling of a coaching approach and behaviours

  8. 4. Ten key principles for developing a coaching culture Set up as an OD intervention. Explain to colleagues the bigger picture business rationale for developing a coaching culture.Position it positively; as developmental not remedial Develop a common understanding of coaching. People have very different understandings of what coaching is which can lead to confusion and frustration. Agree on an organisation-wide coaching definition and core coaching models and concepts Develop coaching capability. Commission class-leading accredited coach training and development for Executive team, senior leaders, HR , line managers and coaching ‘champions’. Ensure CPD, progression routes, supervision and support are in place

  9. 4. Ten key principles for developing a coaching culture Manage the quality of your externally supplied coaching. Develop a small panel of external coaches who are experienced, accredited and supervised and who fit the culture. Ensure external coaching takes place within a three or four party contract Build a community of internal and external coaches. This provides a mechanism to ensure organisational learning can be derived from individual coaching conversations and enables cultural blockages to surface and get addressed Gather success stories. Collect and communicate positive outcomes produced by coaching behaviours. Create a coaching intranet site Evaluate outcomes. Conduct evaluation against agreed metrics

  10. 5. What do great coaching managers do? They operate from a coaching mindset which means: They constantly look for opportunities to improve performance. They use day-day work experiences, positive and negative, highlights and mistakes as opportunities for learning and continuous improvement. They’re interested in the ‘how’ as well as the ‘what’ They spot talent and develop people. They are interested in potential as well as current performance. They challenge and stretch colleagues to be the best they can be. The result is that they grow leaders who go on to make significant contributions to the organisation They use certain skills and display common characteristics. They ask good questions, and then they listen. They are looking to help colleagues and are capable of expressing empathy. They provide clear and timely feedback and are prepared to go to a tougher place if needed They know their people and what they’re doing. They take the time and care to know their team members as people. They clarify tasks and performance expectations, empower people but also stay in touch and show interest in what they are working on

  11. QUESTIONS & ANSWERS

  12. Diploma in Business and Executive Coaching Duration: 6 workshops - 16 days in all Schedule: Part-time Starting: March 2010 If you would like further information, please contact Gillian Brown on: Phone: +353 1 716 8818 Email: gillian.brown@ucd.ie www.smurfitschool.ie/executiveeducation

  13. Thank you for your participation today. For more information on our coaching programmes led by Peter Bluckert, please contact: Gillian Brown, Programme Manager Tel: +353 1 716 8818 Email: gillian.brown@ucd.ie

  14. NEXT WEBINAR 9th February 2010 ‘Threats, Refusals and Ultimatums: Dealing with Hardball Negotiators’ with Stephen Boyle This webinar will look at : The challenges of dealing with opponents who won't budge from their positions The challenges of dealing with opponents who don't want to listen The challenges of dealing with opponents who simply refuse to negotiate