Promoting Workplace Well-Being Coaching in the Workplace David Craigie April 2012
Individual Counselling Therapy Stress Management Personal Coaching Career Coaching Organisation Employee Assistance Professional Coaching Occupational Testing Redundancy Support Manager Training www.craigiepartnership.co.uk
Overview What is Coaching? Different types of Coaching Coaching statistics Case studies – ethics and tricky situations Personal difficulties Consequences of coaching Organisation issues Coaching Techniques in PRACTICE Links & Resources
Definition of Coaching Coaching… is a teaching or training process in which an individual gets support while learning to achieve a specific personal or professional result or goal. (Source: Wikipedia) "Coaching Psychology is for enhancing well-being and performance in personal life and work domains, underpinned by models of coaching grounded in established adult learning or psychological approaches," (adapted Grant and Palmer, 2002)
Mentoring – being guided/advised by a more experienced colleague Training – learning a new skill or knowledge Counselling – a non-directive, listening service Q. How do these differ from coaching? Mentoring, Training, Counselling...
Where are you going? • Mentor: I’ll tell you how I got there • Trainer: I’ll teach you the skills to get there • Counsellor: How is the journey? • Coach: I’ll walk with you • and guide you on the journey
Executive Business Sports Transition Retirement Life/Personal Performance Health Types of Coaching • Career • Stress • Well-being • Leadership • Skills • Interview • Team • Confidence
How effective is coaching? VE E NVE I Line Managers (96%)13% 54% 33%- External Coaches (92%)39% 52% 9%- Internal Coaches (76%)16% 84%- - HR department (76%)10% 74% 16% - Key: Very Effective (VE), Effective (E), Not Very Effective (NVE), Ineffective (I) 2005 CIPD survey
Benefits of Coaching Performance Confidence and motivation Behaviour change Culture Leadership More confident and effective leadership Improved leadership from team-leader level Decision speed improved at senior levels Management committee and general managers ‘singing from the same song sheet’
Coachee A is referred to you for performance coaching. At first, things seem to be going well and you build up a close relationship. The coachee then confesses to you that one of the reasons they struggle at work is because of bouts of depression, which leads them to drink excessively. You have both agreed confidentiality but also know that this revelation could put others at risk... Ethics & Boundaries
You are coaching several members of your team at work. Things are going well until the recession finally hits and you are asked to select individuals to put forward for promotion, and others to suggest to be let go. Can you use confidential information you have learned from coaching to inform this decision? Ethics & Boundaries
Ethics & Boundaries You are invited as an external coach to work with a senior manager who is performing poorly and lacks confidence. During sessions, the manager shares a new goal with you: become confident enough to look for a new job in a competitor organisation.
Dual Systems assessment (Neenan & Palmer 2000) Coaching Techniques What stands between you and your goal? Practical aspects or blocks Psychological aspects or blocks
PRACTICE (solution seeking) P... what is the Problem or issue? R... what is the Realistic goal? A... what are the Alternatives? C... what are the Consequences? T... Target the best solution I... Implement C... your Choice E... Evaluate Palmer, 2007
Final tips Always clarify the purpose Decide if Coaching is the best approach Don't be afraid to consult the experts ...but be aware of sales people Set out agreed objectives (all parties!) Regularly review progress Consider outcome measures at outset
Links & Resources • www.edinburghcoachingservices.co.uk • www.isfcp.net • www.associationforcoaching.com • www.sgcp.org.uk • www.cipd.co.uk (full 2005 survey here) • www.businessmattersedinburgh.com