COACHING SUITE
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THE NEED FOR COACHING
WHAT IS COACHING?
You've probably heard people talking about coaching in the workplace. You might have even received some coaching in the past, or you might have used coaching to improve a person's performance, even if you didn't actually describe it as "coaching" at the time. But what actually is coaching, and how do you use it? And what skills do you need to be an effective coach?
At Daniels Institute, we believe that coaching is a useful way of developing people's skills and abilities and boosting performance. It can also help deal with issues and challenges before they become major problems.
COACHING FORMAT
A coaching session will typically take place as a conversation between the coach and the coachee (person being coached), and it focuses on helping the coachee discover answers for themselves. After all, people are much more likely to engage with solutions that they have come up with themselves, rather than those that are forced upon them!
In some organizations, coaching is still seen as a corrective tool, used only when things have gone wrong. But in many companies, coaching is considered to be a positive and proven approach for helping others explore their goals and ambitions, and then achieve them.
WHY COACHES?
Most formal, professional coaching is carried out by qualified people who work with clients to improve their effectiveness and performance and help them achieve their full potential. Coaches can be hired by coachees, or by their organizations. Coaching on this basis works best when everyone clearly understands the reason for hiring a coach, and when they jointly set the expectations for what they want to achieve through coaching.
COACHING IS NOT
Coaches in and outside the workplace are not counselors, psychotherapists, gurus, teachers, trainers, or consultants – although they may use some of the same skills and tools. Although coaching in the workplace is just as important as coaching in sport, the approach is different. Sports coaches mentor their athletes, using technical skills, experience, and a "telling" style of direction. By contrast, questioning and reflection are often more important in workplace coaching.
BENEFITS OF COACHING
AS A COACHEE
Establish and take action towards achieving goals
Become more self-reliant
Gain more job and life satisfaction
Contribute more effectively to the team and the organization
Take greater responsibility and accountability for actions and commitments
Work more easily and productively with others
(boss, direct reports, peers)
Communicate more effectively
AS AN ORGANISATION
A recent study of Executive Coaching reported a 529% return on investment and significant intangible benefits to the business (MatrixGlobal)
When training is combined with coaching, individuals increase their productivity by an average of 86% compared to 22% with training alone. (Personnel management Association)
When asked the value of the coaching investment, 98.5% of coaching clients said their investment in a coach was well worth the money (International Coaching Federation's (ICF) Client Survey.)
63% of organisations say they plan to increase their use of coaching over the next five years. Most telling, 92% of leaders being coached, say they plan to use a coach again. Both indicate strong endorsements of coaching; the first by the organisations paying the bills, and the second by the leaders who are actually receiving coaching.
GOLDEN RULES FOR COACHING
Coaching is Founded on Confidentiality and Trust
Coaching can be successful only if coachees are able to discuss every aspect of an issue or challenge with their coach. The coach may need to listen to personal problems or private information that must be kept confidential. (Unless, of course, it involves criminal activity or activities harmful to the team, its clients or the organisation; or affects the safety and welfare of other people.)
The Solution to the Coachee's Issue Lies Within the Coachee
This may sound unusual, but it means that the background of an issue and the options available are generally known to the coachee. The coach's job is to ask the right questions to help coachees arrive at their own conclusions. As we've said before, this is a very powerful way of helping people to change.
Of course, the coach can provide helpful input or suggestions, but the best answers usually come from the coachee....
OUR COACHING MODEL
D
R
M
E
A
DREMA
TM
DEFINE
Define exactly what you want, the way you want it.
Key Question:
What do I want?
REALNESS
Juxtapose between your current and desired state and set the timeline.
Key Question:
Where am I now and how do I close the gap?
EVALUATE
Prioritise the most important task/activity from the list of options.
Key Question:
Which one first?
MOTIVE
Assess your motive and will to achieve it. Interrogate your WHYs and jot them down.
Key Question:
Why do I want to achieve this?
ACTION
Take the necessary steps towards the direction of your goals. Always take a step even if you don't feel like it.
Key Question:
What's important steps should i take right now?
