Coaching Skills, Mentoring Skills

Coaching skills: how to develop coaching skills? Read Leadership Connections' free, expert advice on coaching skills and learn how coaching skills help you develop your leadership style so you can develop and motivate the people in your team.

Developing coaching skills

Coaching is a leadership style which develops, motivates and gets the most out of people.

One definition of coaching is developing awareness, responsibility and self belief - which might also be a decent definition of leading people.

Most managers and leaders would benefit from increasing their ability to coach to get the most out of people, motivate them and generate better performance. Scroll down or click here for more.


If you feel we could help you in any way, please Contact Us.

Supporting leaders to overcome their obstacles and develop themselves - through coaching and mentoring

Increasing the effectiveness of management teams through leadership team development

Identifying and improving leadership across the organisation through talent management and leadership development

Mobilising large groups for change through creating inspiring conferences and motivational speaking

Increasing the effectiveness of the Human Resources function through HR strategy and skills development

 

Coaching Guide - How to choose and use coaching

Developing Coaching Skills

Why might you need it?

There is a continuing debate about the role and positioning of professional coaches in organisations. Is the role of line management different from that of a coach? And to what extent can line managers provide coaching to the individuals who report to them?

Our view is very clear. Coaching is a leadership style which is appropriate for most people in many circumstances. There are, of course, other situations in which a more directive style will be more appropriate.

There is much research on the situations when coaching is appropriate but most organisations would benefit from an increase in the capability and application of coaching skills. After all, developing awareness, responsibility and self belief could be a decent definition of leading people, as well as of coaching. The added benefit for the organisation is that coaching becomes an organisational expertise, rather than something which has to be bought in.

[Situational coaching diagram 3]

What does it look like?

Coaching Skills Development programmes aim to equip line managers with coaching expertise so as to broaden their leadership capability and practice, and improve their performance and that of their teams, and thereby the organisation.

Coaching Skills programmes are not a quick fix. In common with many skills, the fundamentals of coaching can be learned in a couple of days but will take much longer to perfect. Where coaching differs is that it is “practised” in real leadership situations where it can be difficult to gather objective feedback on progress. For this reason we recommend that Coaching Skill Development programmes:

The aim should be to leave behind organisations which are self-sufficient in coaching practice and with the capability to develop coaching skills in future management generations.

Do’s and don’ts

Do – ensure that the programme is related to the organisation’s priorities and the rest of the change agenda.

Do – ensure that the objectives and content of the programme feel relevant to the individual needs of each of its members.

Do - involve HR from an early stage. They will be able to help you clarify your goals and they may also want to integrate your coaching development with other initiatives.

Do – set clear measurable goals (usually through 360 degree feedback) and measure progress before and after the development.

Don’t – accept an off the shelf solution or programme. Every team and context is different so the programme should be designed, with you, for your needs and situation.

How to begin

The first step is to identify the problem or challenge that coaching skills are intended to resolve and then identify a population of managers who can have the greatest impact.

Depending on the size of that population you may be able to involve them all at once but, if not, you should always begin with the most senior team. Change takes place by example and if you try to change those below the senior team than anything you do is likely to be diluted by any gap between what the top team say and what they do.

For the same reasons, it is vital that the leader of the unit in question (whether it’s the whole company or a self-contained part of it) champions the change and goes through it himself / herself.

Once the issues and population are agreed you should meet with your prospective provider and design the programme with them until you are happy that what is planned, and how they will approach it, are fully aligned with your people and their needs.

Let's Talk

The easiest way to understand how we can help, and whether you feel that you could work with us, is to begin with a conversation.

We don't believe in a "hard sell" and often find that people get value out of the exploratory discussion - whether or not we go on to work together.

Please Contact Us – we would love to hear from you.

 

Coaching Skills, Mentoring Skills

Coaching skills: how to develop coaching skills? Read Leadership Connections' free, expert advice on coaching skills and learn how coaching skills help you develop your leadership style so you can develop and motivate the people in your team.