In leadership coaching, an independent,
non-judgemental service offers scope for genuine, honest analysis, challenging reflection, clear decisions and sustainable
action – leading to success for the individual and significant benefits for the organisation and its working practices.
Coaching and mentoring delivered by a qualified external practitioner helps to get the best
out of people when planning, implementing and sustaining strategic organisational change by: - providing
a structured forum for experienced senior leaders, free from pre-conceived ideas in which they can step out of the immediate
situation, gain insights, explore creative/ controversial options, conclude what action to take and clearly articulate a new
direction;
- effectively unblocking an obstacle to planned change by helping a key individual
move from a position of resistance to one that supports the way ahead (converts can be useful!);
- quickly
increasing skills levels and confidence in new leaders so they can develop strategies for coping with work demands, realise
their potential and effectively lead their team and external providers to implement the change;
- raising
performance and job satisfaction among staff adjusting to different ways of working by supporting transfer of learning to
lasting behaviour change and business improvement, thus increasing confidence, building competence and embedding cultural
change or, if more appropriate, moving them towards another job;
- building organisational
capability by demonstrating coaching skills and establishing a shared vocabulary and understanding of the mutual benefits
of working with colleagues and partners in a facilitative, collaborative manner – resulting in better rapport, higher
motivation and improved productivity.
Coaching and mentoring both focus on the individual, enhance morale, motivation
and productivity, and can reduce staff turnover as employees feel valued and connected with an organisation's culture.
A new leader may use a mentor to "get to know the ropes", then later seek coaching to help them assess
why some approaches work better, change behaviour patterns and improve performance.
Coaching
uses powerful techniques to energise leaders, develop their skills to motivate teams towards clear goals, enable them to think
about opportunities and challenges in new ways and build their emotional resilience. It can also be used to help
staff accept and adapt to changes in a manner consistent with their personal values and goals. Coaching is most effective
in times of change when old ways of working are redundant but before individuals become locked into new ways that
may not be the most efficient or effective.
Mentoring allows leaders to share knowledge, providing
a wider knowledge base to inform future innovation and scope for organisational responsiveness. It supports people to see
their own significance in the new culture, empowering them to change their behaviour and take greater responsibility for simplifying
processes or suggesting improvements to support a new agenda and changing circumstances.
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A coach ensures that goals identified by their
client align with business goals to produce real, tangible, monetary results, eg increased revenue, reduced expenditure,
improved productivity and better staff retention.
In association
with Perform Green, we: - Assess whether coaching, mentoring, or a combination is appropriate,
taking into account a client's situation/readiness for change, learning style and organisation's business needs.
- Maintain a supportive, non-judgemental approach, managing the process so it remains relevant and
useful, while allowing the client to customise the sessions to reach their goals.
- Use questioning techniques to understand the client's situation and facilitate their
own thought processes in order to identify issues and options.
- Creatively apply
tools to help the client explore needs, motivations, values, skills and thought processes to assist them in making lasting
change, eg their approach to work, way of working or use of new techniques introduced by Perform Green.
- Encourage a commitment to action and lasting personal growth: support the client in
setting appropriate goals, establish new developmental alliances where appropriate, create methods of assessing progress towards
chosen goals, then hold clients accountable.
- Ensure that clients develop personal
competencies so they do not become dependent on the coaching or mentoring relationship; and so they can contribute to the
process of embedding a facilitative coaching approach in the organisation.
- Evaluate outcomes
to ensure the relationship works, clients achieve personal goals and the organisation meets its needs
- Highlight emerging trends/issues and scope for developing organisational practices, processes and structure
to create future capability and capacity for the organisation.
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