“In the 1950s management thinker Peter Drucker coined the term “knowledge worker” to describe a newly emerging cohort among the white-collar ranks; today most professionals fall into this category. Because they require (and desire) little or no direct supervision and often know more about their tasks than their managers do, knowledge workers usually respond well to coaching. Unlike directive, top-down management, coaching allows them to make the most of their expertise while compelling them to stretch and grow. As their manager, you set overall direction for them—but you let them figure out how best to get there.”
Harvard Business Review (HBR)
“Coaching is about creating the capacity for appreciative and supportive interaction that leads to the achievement of business results. Effective conversation sets the stage for significant discussion about issues of leadership development, personal and organizational change and creating capability through high functioning people with enhanced emotional competence. For years, most organizational pundits have known that it is not how much you know but how well you relate to other people in the organization that really matters.”
Prof Sattar Bawany,
Coaching have been deployed successfully within large organizations for a variety of purposes: from enhancing leadership skills to creating more effective teams, to assisting in setting priorities and goals and helping employees maintain their work-life balance. Although coaching can be useful at all levels of the organization, it is particularly advantageous for high performers at senior levels of the organization, where maximum leverage can be achieved.
Teaching leaders to formally coach others helps build sustainable leaders, besides reducing burnout and enhancing performance. It is the job of the leader to build coaching capability into the organization as it is commonly accepted that any time we try to influence the behavior of someone toward some goal, we are engaging in leadership. Coaching is one of the many forms of helping relationships. Coaching for sustained desirable change is rooted in a genuine desire of leaders to help an individual grow and develop in ways that they choose themselves. The changes could be in the clients’ competencies, behaviors or habits or even in their dreams and aspirations.
Developing an Organization-wide Corporate Coaching Culture
It is not very uncommon to find that high performing managers in an organization have made rapid progress in their early career due to their strong technical competencies or financial acumen, but they
often hit the “corporate ceiling” due to the lack of right skill sets, so essential once they go up the corporate ladder. All managers eventually find that certain strengths that were extremely valuable early in their careers can become liabilities when they rise in level and responsibility. At the same time, there are always one or two weaknesses that become increasingly exposed and exaggerated.
The skills required at higher levels of management range from the ability to handle interpersonal relationships and the ability to manage a team to how to delegate or manage change. When a technical manager undergoes a transition to a significantly more senior role, where the role requires different competencies, he or she needs to learn new ways of working and add new skills with regard to the ability to handle interpersonal relationships, the ability to manage a team, strategic planning, change management, etc.
However, acquiring or developing new competencies can be quite challenging, and perhaps more so at senior levels. Developing competencies in employees is much more than transferring knowledge or teaching job skills to help them in performing their role effectively. It encompasses the employee’s ability to self-learn, creating self-awareness, enhancing his self-esteem and self-confidence and motivation to grow and excel.
We believe that coaching is a powerful and well-proven intervention that helps managers to develop new skills or competencies or acquire new behaviors and reduce or discontinue dysfunctional behaviors. The role of manager is to manage and coaching is simply a vehicle for them to enhance their managerial skills.
Coaching Lighthouse’s ‘Artistry of Coaching’ Program
CEE is partnering with Coaching Lighthouse (CL) to offer International Coaching Federation (ICF) accredited coach training program, the ‘Artistry of Coaching’ and provide a progressive pathway to achieving ICF Associate Certified Coach (ACC) and Professional Certified Coach (PCC) credentials.
‘Artistry of Coaching’ is an International Coach Federation (ICF) accredited coach training program (ACTP) designed to train and certify professional coaches.
Aligned with the ethical guidelines and core competencies for coaches prescribed by ICF, graduates of this program will be honored as ‘Coaching Lighthouse Certified Coach’ and are eligible to acquire the ‘Professional Certified Coach’ (PCC) credential from ICF subject to the client coaching experience requirements.
Develop competence and confidence to serve in various workplace contexts, such as:
- Performance coaching
- Development coaching
- Leadership/Executive coaching
At the end of the program, the participants will learn:
- The principles and the science of coaching
- A holistic approach to human development: The ‘Life Spiral’
- Setting the stage for an effective coaching engagement
- Building a coaching relationship based on trust and respect
- Defining and setting powerful goals
- Developing a coaching plan: The structure of a coaching engagement
- Coaching model: The structure of a coaching session
- Coaching and feedback cycle for maximizing learning
- Listening & responding to expand the Coachee’s expression and awareness
- The art of powerful questioning
- Invoking the Coachee’s self-awareness: Challenging and advocating
- Sustaining motivation through change
- Facilitating insights and solutions through creative tools and thinking frameworks
- Designing actions for goal achievement and inner growth
- Managing progress towards the goal and keeping the coachee accountable
- Coaching through challenging phases
Coaching Lighthouse’s ‘Coaching Essentials’ Training Program
Managerial coaching is needed today more than ever as a critical tool for organizational change. Change is essential for organizations to grow and adapt to today’s rapidly shifting marketplace, yet people and organizations are naturally resistant to change. Managerial coaching can facilitate productive change in persons, teams, and systems by enabling leaders, managers, and employees to uncover potential that might otherwise go untapped.
Managerial Coaching is about developing and maximizing an individual employee’s potential which will consequently impact positively on the organization’s performance. It is about more inquiry (ask) and less advocacy (tell) which means helping that individual to learn rather than teaching. Coaching sets out to embrace the employee as an individual and understands the organizational context in which the employee operates. It seeks to achieve alignment between the individual employee, team and organizational goals.
At the same time, many organizations realize that the traditional hierarchical model of leading and influencing is no longer optimal to succeed in today’s complex and dynamic marketplace. To adopt more relational, collaborative, and consultative models for leading and influencing, businesses are evolving to build coaching cultures that encourage organizational learning and adaptability. And leadership coaching has emerged as the best way to help individuals learn to think and work together more effectively.
The leader’s ability to coach employees is a core competency for those helping organizations to develop. Through coaching, leaders learn how to optimize the value of teams and organizations. Managerial coaching helps clarify vision, beliefs, and values, and stretches the capacity to lead and influence. Leaders then become catalysts for change within their organizations.
Developing people to their potential is imperative for managers who create exceptional business results through people. Growing the business needs growing people. Meeting the needs and aspirations of the emerging managers needs a new mindset and skillset.
The mindset to see the ‘whole person’ is essential in knowing how to lead them. The ‘whole person’ paradigm highlights the three dimensions of ‘Head, Heart and Hand’, representing Potential, Engagement and Performance.
Recognizing and connecting to the ‘whole’ person by fostering engagement and potential rather than only focusing on performance is achieved by deploying a unique set of skills: Coaching!
By integrating a facilitative coaching style, the managers create an environment that fosters engagement, high performance and people development.
Coaching Essentials: Mindset and skillset for the Manager-Coach
The mindset and the basic skill set essential for facilitating people development will be explored in this 2-day Coaching Essentials workshop. This program will expose the participants to the principles, structure and basic tools for holding highly engaging coaching conversations.
This program is part of the International Coach Federation (ICF) accredited coach training program: ‘Artistry of Coaching’ and provides 20 hours of Coach specific training credit to the participants.
- Identifies ‘coachable moments’ and engages the team members in ‘spot’ coaching conversations.
- Catalyzes thinking, engages and empowers people.
- Define coaching and distinguish it from managing, mentoring and consulting
- Appreciate and develop a ‘coach’ mindset
- Identify ‘coachable’ moments
- Learn a coaching conversation model and basic coaching tools
- Develop essential coaching skills
- Learn how to provide empowering feedback
COACHING LIGHTHOUSE’S ‘COACHING ESSENTIALS’ TRAINING PROGRAM
Key elements of the 3-day Workshop
- Concept- the ‘whole’ person approach: human doing vs. human being
- Ask vs. Tell
- Problem vs. Solution
- Definition and distinctions: Coaching, Training, Consulting & Mentoring
- Adapting the coach mindset: The ‘Coach’ vs. ‘Captain’
- Triune brain-the science of coaching
- The coaching conversation model-OPAL
- Clarifying objective
- Criteria for a ‘coachable’ objective
- Coaching tool: Scales & wheels
- Coaching tool: perspective shift
- Creating a safe space for coaching: rapport & trust
- Listening and Responding as a coach
- Powerful questioning
- Setting and reviewing actions
- ‘Coachable’ moments: (Coaching scenario discussion)
- Providing Feedback: ‘Creating’ coachable moments
- Transitioning to a coaching style
- Next steps