Implementing a Great Coaching and Mentoring Programme Training Circuit 4th July 2006

Agenda The difference between coaching and mentoring Resistance Factors Coaching Skills v. Models: GROW Listening Feedback Wheel of Life Evaluation and Metrics

Coaching v. Mentoring

A Mentoring Definition Mentor: The original Mentor is a character in Homer’s epic poem The Odyssey. Mentor oversaw the work of Odyssey’s son. Mentoring: A mentor enables an individual to follow in the path of an older and wiser colleague. The mentor is someone who can pass on their knowledge and experience, and, in some cases, open doors to otherwise out-of-reach opportunities.

Coaching? (The US Army Corp) “Coaching is the process of inspiring, encouraging, motivating, and instructing an employee to unlock his or her greatest potential so as to achieve their ultimate goal. The coach becomes the employee’s personal resource and advocate. This helps the employee to grow professionally and personally.”

The Ask / Tell Repertoire The Coaching Spectrum THE COACHING SPECTRUM The Ask / Tell Repertoire Tell what and how Give advice Demonstrate Make suggestions Ask questions paraphrase Controlling Empowering Coaching by asking is typically more effective than coaching by telling Taken from “The Tao of Coaching” by Max Landsberg

Which scheme do you implement? Factors to consider: Purpose Current culture Change readiness Scale of proposal Other initiatives / HR strategy Potential resistance ROI

Potential Resistance Factors

What might you see, hear, feel? Confusion Immediate criticism Ignore/ Denial Compliance Silence Sabotage Easy agreement Deflection Attack Pressing for solutions Watch as it derails Dissent behind closed doors Low energy / engagement Give me more detail Flood with detail Time pressures Impracticality Real world ‘I’m not surprised’ Intellectualizing Moralizing Delaying Foot dragging Cynicism Resignation Subvert/ derail Water down Direct challenge Complacency

What might you do? Change Weary / Apathy Invest more time than you think Work with small numbers of people Let others know of your successes Involve key people in the design and implementation of the programme Deliver what you say you well Generate short term wins Change Responsive & Learning Focused EUREKA! Change Resistant, Maybe Anger Establish a sense of urgency Achieve commitment at highest level Start at top Ensure there is lots of communication and feedback at all stages (good and bad) Commit to a programme Curious / Receptive to Change Less time needed on organisational assessment and ROI Involve more people as coaches and encourage cross functional coaching

Coaching Skills

The 3 Core Skills

GROW Model OPTIONS REALITY GOAL WILL

Potential Questions: “How will you know that you have achieved that goal?” “How will you know the problem is solved?” “What is happening now?” “What, who, when, how often” “What is the affect or result of that?” “What else could you do?” “What if this or that constraint were removed? “What are the benefits and downsides of each option?” “What factors will you use to weigh up the options? “What could stop you moving forward?” “And how will you overcome it?” “What else are you going to do? By when?” On a scale of 1 – 10 how committed are you?

Listening We have TWO Ears – Use them

Feedback Skills AID: ACTION – what the person, did, didn’t do, said, didn’t say, IMPACT – what as the impact on you? DO DIFFERENTLY – what would you prefer the person to do more of, less of, change, etc. Have a go

Wheel of Life

Evaluation and Measurement Final thoughts

What and how are you measuring the effectiveness? Consider the ROI: Knowledge enhancement Skills and behaviours Employee retention Performance targets Measurement tools: 360 Feedback On Line culture surveys Interviews Stakeholder involvement and ongoing communication

Any questions?