Introduction
Pat was an experienced, well-trained, workplace learning professional. After 20 years of successful corporate experience, she was told to add coaching to her “toolkit.” The first thing she did was buy some of the latest books on coaching. All of the books told her that active listening was important to coaching. Okay, she knew how to listen. A few of the books said that good coaches ask good questions, leaving Pat to wonder: What are good questions? When should she ask these questions? Another book advised her to maintain confidentiality while coaching. Well, obviously, this author didn’t know some of the managers in Pat’s company!
As consultants and coaches each with over 20 years of corporate experience, we wanted experienced workplace learning professionals like Pat to have a model for coaching that would take into account the needs of businesses. This book provides an organizational coaching approach that is results-driven, future-focused, data-based, and action-oriented. We describe the concrete, behavior-based steps on the what and the how of coaching. In addition, we distinguish organizational coaching from the more widely known life coaching or other coaching contexts. Unlike life coaching, organizational coaching requires a systems approach in which workplace learning professionals can effectively coach individuals and teams, and even create organizational coaching cultures. This book is full of tips, advice, checklists, and assessments for coaches to use for themselves and with clients. Our integrated model enables the workplace learning and performance (WLP) professional to create desirable coaching outcomes with coaching clients, despite the constantly changing objectives in organizations.
Target Audience
People who define themselves as WLP professionals and want to add coaching to their strategic toolkits will find this book valuable. WLP professionals in organizations often provide the following:
- executive/leadership coaching
- career development
- leadership development
- professional or skill development
- performance improvement
- succession planning
- work/life balance
- stress management
- team development
- retirement planning
- executive team coaching.
We present a model for organizational coaching in this book that will provide a roadmap for any coaching role the WLP professional adopts. The elements in the model are applicable to any level of coaching relationship—individual, team, or even the entire organization.
Overview of the Book
This book will help you determine your approach to organizational coaching. Each chapter describes a specific element of the organizational coaching model, as well as the skills and strategies for applying it to a specific coaching relationship.
Chapter 1
“Coaching vs. Other Organizational Change Practices” compares coaching to four other distinct, but often confused, change practices: therapy, training, mentoring, and consulting. We define coaching and discuss a research-based, theoretical foundation for coaching that distinguishes it from pop psychology.
The questions answered in this chapter are as follows:
- What is coaching?
- How is coaching different from therapy, training, mentoring, or consulting?
- Isn’t coaching just pop psychology?
- How can I use a sound, theoretical basis for my coaching?
- What is evidence-based coaching?
Chapter 2
“Defining the Role” presents and explains a holistic model of organizational coaching that provides not only a structure that the coach appreciates but also the flexibility that the coach requires. Our organizational coaching model consists of eight process and content steps that can be used when coaching involves individuals, teams, or the entire organization. The first step—defining the role—is covered in detail within this chapter.
The questions answered in this chapter are as follows:
- What are the steps in a coaching relationship?
- How does a coach use this coaching model?
- How do the steps in coaching relate to each other?
- How is a holistic model of coaching useful?
- How would these coaching steps look in an actual coaching situation?
- What are the various roles of the WLP coach?
- What are three types of organizational coaching?
- How do I match coaching services with the kind of clients I want to coach?
Chapter 3
“Building the Foundation” focuses on what to do to build a successful coaching relationship. Ethical guidelines, adapted from those of the International Coach Federation, are presented along with the elements for effective coaching agreements. We provide sample coaching agreements, tips, and checklists for building a strong coaching partnership, whether the coaching is with an individual, a team, or the organization.
The questions answered in this chapter are as follows:
- How do I know if I’m a good fit for my client?
- What questions should I be prepared to answer in an interview for a coaching assignment?
- How do I know if my client is ready for coaching?
- What are the ethical guidelines for coaching?
- What should I include in a coaching agreement with my client?
Chapter 4
“Co-Creating the Partnership” provides detailed descriptions, sample scripts, and how-to advice on the dialogue skills needed for successful coaching. You will learn how coaching dialogue is different from everyday workplace conversations and how to use the skills of dialogue to achieve desired results. Case studies will enable you to apply these skills to different coaching scenarios.
The questions answered in this chapter are as follows:
- Which powerful questions can I use to get behind the reasoning of others?
- What are the three levels of listening?
- What are the top 10 dialogue techniques I can master?
- How can I balance advocacy and inquiry?
Chapter 5
“Collecting and Analyzing Coaching Data” provides a useful overview of sources and methods for coaching data collection. Beginning with a discussion of the reasons why you might collect data, this chapter reviews the strengths and weaknesses of various tools (for example, self-assessments, 360-degree surveys, qualitative interviews) and then goes on to discuss how the tools fit with the client’s organization. You will read about the process of analyzing and sorting data, extracting themes, and forming hypotheses. The topics of credibility, intent, and access are discussed, and the link among beliefs, behaviors, and results is explored.
The questions answered in this chapter are as follows:
- Why collect data?
- What data sources are available to me?
- How do I choose a data-gathering tool?
- Why should I analyze the data?
- How does sorting data affect my coaching client’s learning and action?
Chapter 6
“Feeding Back Coaching Data” explores a crucial skill for the WLP coach. In this chapter, you will learn how to analyze and feed back the data in a way that will motivate the client to create and follow through on an action plan for development. Through examples and case studies, you will see how various types of data can be summarized and presented in a way that will motivate change.
The questions answered in this chapter are as follows:
- What is the relationship between context and effective feedback?
- How do I encourage reflection?
- How do I help my coaching clients see their behaviors in new ways?
- What is an informed choice, and how do I contribute to it?
- What are examples of effective feedback techniques?
Chapter 7
“Designing Goals and Tracking Progress” covers the process by which the WLP coach and client are ready to set measurable objectives and create tools to track progress toward meeting those objectives. In this chapter, we present options and strategies so your client can track progress. We provide case studies and templates for how you and your client can create a coaching action plan that is most likely to achieve your client’s and your organization’s goals.
The questions answered in this chapter are as follows:
- How do coaching action plans contribute to change?
- How do I help my coaching client identify goals?
- What are the elements in an effective coaching action plan?
- What can I do to support my coaching client in prioritizing actions?
- What techniques can I use to assess progress?
- In what ways can clients engage their working environments in the coaching process?
Chapter 8
“Conducting Coaching Meetings” describes how to keep the momentum going throughout the coaching partnership. Whether the coaching lasts three months or 12 months, the coach needs to know how to handle each coaching meeting, including what to do if the client does not make progress toward objectives. In this chapter we provide our COACH model, a protocol for using dialogue skills throughout a coaching meeting and the entire coaching relationship.
The questions answered in this chapter are as follows:
- How do I conduct each coaching meeting with my clients? What model do I use?
- How do I support my clients’ progress toward their coaching objectives?
- How do I help my clients identify strategies to overcome barriers?
- How do I help my clients find meaning in successes and setbacks?
Chapter 9
“Managing the Coaching Program” enables you to effectively plan for and manage a successful organizational coaching program. Using a systems approach, we provide checklists and other tools for planning, marketing, developing, measuring, and publicizing results of an organizational coaching program. You will also learn how to tie the plan to organizational business needs and successfully navigate a list of common challenges. This chapter includes how to measure the return-on-investment of coaching in a way that managers can use and understand.
The questions answered in this chapter are as follows:
- What should coaching guidelines include?
- Which stakeholders should be involved in planning a coaching program?
- What techniques are useful in selling and negotiating a coaching program?
- How can program challenges be managed?
- What measures need to be incorporated in a coaching program?
- How can I build an entire coaching infrastructure?
How to Read This Book
Before you dive into this book, we suggest that you first get clarity about your organizational coaching role. Will you be coaching individuals, teams, or both? What kind of coaching will you be doing? What kind of infrastructure will support your coaching role? Answers to these questions will help you get the most out of each chapter.
You may want to read this book from start to finish, especially if you are new to your organizational coaching role. In general, the chapters follow our organizational coaching model in a linear fashion. However, in as much as coaching is iterative, so are the elements in the model. If you know which elements of the model prove most challenging to you, you may want to focus more on those particular chapters. Take notes. Think about how the ideas apply to your coaching relationships. Take the time to practice the concepts and tools within each chapter by completing the “Moving Ideas to Action” section provided at the end of each chapter.
Remember that coaching is a partnership. Ask your clients if what you are doing is helping them achieve their goals. Use your clients’ feedback to help you focus on which elements of the coaching model need more attention. And finally, remember that every coaching relationship is different. Our hope is that you will come back to this book often as your coaching needs change. Have fun as you discover your path into organizational coaching!