1. Coaching at the Edge John Blakey & Ian Day www.121partners.com “Where were all the coaches when the banks went down?” Copyright 121partners 2009

2. Who are we? Our time together this evening? Who are you? Copyright 121partners 2009

3. Evolution of the Professions Copyright 121partners 2009

4. Boom, boom, boom…. CIPD 2006 82% reported difficulties recruiting 69% reporting difficulties retaining RightCoutts 2006 41% of Senior HR professionals thought retention of key staff was critical issue Accenture 2006 67% of senior directors think the inability to attract and retain the best talent is top 3 threats to success Copyright 121partners 2009

5. The Skills of Coaching – Building Relationships (ICF Competencies) Shows genuine concern for the client's welfare and future Demonstrates respect for client's perceptions, learning style, …. Attends to the client's agenda, and not to the coach's agenda Summarises, paraphrases, reiterates, mirrors back …. Asks questions that reflect active listening … Acknowledges the client for what they have done, not done, …. Copyright 121partners 2009

6. Risks Collusion Irrelevance Self Obsession

7. Bust, bust, bust…. Copyright 121partners 2009

8. The Skills of Coaching - Delivering Results (ICF Competencies) Positively confronts the client when he/she does not take actions Promotes client's self-discipline and holds the client accountable Creates a plan with results that …..have target dates Challenges client's assumptions…. to provoke new ideas Is clear, articulate and direct in providing feedback Accesses own intuition - "goes with the gut“ Is open to not knowing and takes risks Copyright 121partners 2009

9. The link between relationships and results Copyright 121partners 2009 Stretch yourself into the less natural when moving beyond your default position Rapport & Relationship Shows genuine concern Demonstrates respect Attends to client's agenda Summarises, paraphrases… Active listening Acknowledges the client Business Results Positively confronts Holds the client accountable Challenges assumptions provides feedback Uses intuition takes risks

10. Facing the FACTS TM ! F eedback A ccountability C hallenge T ension S ystems Thinking Copyright 121partners 2009

11. Z.O.U.D Copyright 121partners 2009

12. FACTS – Feedback Theory Stages of giving feedback Observed – what was seen/what happened (specific, factual, description non-judgemental, “the act not the actor”) Impact – what assumptions did you (or others) make as a result, how did this make you feel of this, what are the consequences Invite input – “how do you see this?” Action – what should be done? Future focused and constructive (something can be done) In the context of a mutually respectful relationship Copyright 121partners 2009

13. FACTS – Accountability Theory Technology Media Generation Y Leadership Values Copyright 121partners 2009

14. FACTS – Feedback & Accountability Exercise Copyright 121partners 2009

15. FACTS – Challenge Theory ‘A test of one's abilities or resources in a demanding but stimulating undertaking’ Copyright 121partners 2009

16. Challenge – Lessons from Sport Who challenges you? What enables them to ‘get away with it’?’ How do they do it effectively? What is the positive impact on you? What happens when it goes too far? Copyright 121partners 2009

17. Increasing Tension (and risks breaking rapport) Copyright 121partners 2009

18. Tension Exercise Copyright 121partners 2009 In coaching pairs discuss a controversial topic and take opposing views. For example Person A starts the discussion with the statement “A coalition government in Great Britain is great because….” After which Person B responds with “I disagree, because…” Repeat the cycle several times and allow the disagreement to take place. Pause and review what happened, how you and the other person felt and responded, and how this approach impacted on your relationship and the results of the discussion

19. FACTS - Systems Thinking Theory Copyright 121partners 2009 zoomedit

20. The Universe Spirituality Nature My Religion My Nationality Humanity My Race The Planet Me My Family My Friends My Colleagues My Sports Team My Hobbies My Profession My Company FACTS – Systems Thinking Theory Copyright 121partners 2009

21. FACTS – Systems Thinking Practise Customers How do you think your customers would react to this? Staff In this situation, what could you do that would make your staff feel very proud to work for you and this company? Shareholders If you owned this business then how would that change your perspective? Society If this topic were featured on the front page of the Daily Telegraph, how would you like to be portrayed? Family If you were talking about this to your grandchildren in twenty year’s time, how would you explain your decision to them? Friends Who is your best friend? What would their advice be to you right now? Copyright 121partners 2009

22. What percentage of your coaching time do you adopt a pure non-directive approach? Copyright 121partners 2009

23. Creating the Conditions to face the FACTS! IMPACTIMPACT Session 1Session 2Session 3Session 4 Copyright 121partners 2009

24. Applying the FACTS! F eedback A ccountability C hallenge T ension S ystems Thinking Copyright 121partners 2009

25. Q&A WHERE WERE ALL THE COACHES WHEN THE BANKS WENT DOWN? John Blakey and Ian Day Foreword by Sir John Whitmore Edited by Alice Hurley Copyright 121partners 2009

26. Coaching at the Edge John Blakey & Ian Day www.121partners.com “Where were all the coaches when the banks went down?” Copyright 121partners 2009