ILM management and leadership

Coaching must be an ongoing process to encourage the individual to learn and development. There may not be any 'quick win' solutions. Coaching enables the individual to break down barriers by using their own thought processes. They are not 'given' the answers but encouraged to find solutions. Coaching can change behaviors and attitudes with an increase in performance. Currently the coaching model I have recently learnt and have started to introduce is OSCAR.

When I follow the above structure, I always remember the following in each of my coaching sessions: ; Always ask effective questions, use of open questions to gain an insight into the current situation.

; Ensure that I have a rapport with the individual and always be supportive. ; To actively listen and I always reflect back to ensure I have understood the gouache's situation. ; I make a conscious effort to remain detached and non-judgmental. Currently, within the organization and the role I am in, that 'informal' or corridor coaching can allow me to encourage the agent to address the problem without me providing the answers.

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Formal' coaching allows me to provide structure to the team and time is provided to spend quality of time with the agent to encourage them to learn and develop. 1. Explain the role and responsibilities of an effective workplace coach? Own thought process to gain ideas to learn and develop. I feel that the role and responsibilities of an effective workplace coach are the following: Effective Questioning skills: This can be in a variety of forms from the use of opening questions that allow the coach to gather facts.

Egg. Question beginning with what or who. Why tends to be discouraged within the coaching environment as it can imply criticism. A coach needs to be aware of leading questions as this can lead the coaches to the answer you want rather than encouraging the coaches to find the answer. Listening skills: It is important to actively listen to the coaches; this can encourage trust between coach and coaches to evoke a relaxed environment. I believe this is crucial when the coach is also the gouache's manager.

To show that you are listening to the coaches, reflecting back to the coaches through summarizing points can support this. I feel that it is important to keep notes to minimum though as the coaches may view this as a distraction. Building rapport: This can be supported and encourage through the following ways: ; Words - Matching words that a coaches uses when summarizing back. ; Matching tone of choice, this will help the ability to establish rapport ; Body language - Mirroring the gouache's stance, this must be done subtlety otherwise this may irate the coaches. Learning styles - This can support the language the coaches uses through knowing the gouache's learning style, this can be Visual, Auditory and Kinesthesia. By matching words and phrases can help gain rapport and understanding. Feedback: I believe that feedback is an important component of the coaching process, feedback helps bring differences to the surface and within my role as a manager I feel this is vital in a team environment. I follow the below process Step 1: Explain what the agent has done well Step 2: Provide an opinion of didn't work so well Step 3: Provide a suggestion that may help them.

It is important to stay objective at all times and not to provide personal responses as this can provoke a lack of trust and rapport. Contracting: If both parties have different expectations than problems can arise. When someone is first introduced to coaching it is important that the coach gives an overview of the coaching process and the role of a coach within this. It is important to set the ground rules and all both parties to meet expectations set. The use of the above will support the coach to challenge beliefs and behaviors.

I believe it is crucial for the coach to overcome these challenges as this will hinder the gouache's thought process and will, ultimately effect the improvement of the coaches. In my organization, this can be detrimental if the agent is not meeting targets and can mean potential loss of Job. 1. 3 Describe the behaviors and characteristics of an effective workplace coach. According to Zeus and Ossification (2008) the following are the Personal Qualities of a successful coach: ; A capacity of self awareness A capacity to inspire others

A capacity to build relationships A capacity to be flexible A capacity to communicate A capacity to be forward looking A capacity to manage professional boundaries According to Julie Star (2008) the effective coach: Maintains their commitment to support the individual ; Remains detached and non-judgmental Builds their coaching relationships on honesty, openness and trust ;Believes that the coaches is capable of much better results than they are currently generating ; Maintain their focus on what the coaches thinks and experiences ; Believe that gouache's can generate perfect solutions (I. E. Reflect for the coaches, if not for the coach) ; Ensures that their coaching conversations are based on equality I feel that an effective coach who can use strong questioning and listening skills can create highly effective coaching experience for the coaches. I am striving through practice and having a self-awareness to improve my coaching skills. I feel that, with my new team, this will strengthen relationships, have a highly engage team who can take ownership of their obstacles and overcome these confidently. I feel that with my increase in knowledge and skills, this will help them learn and develop. 4 Explain how coaches should contract and manage confidently to coach ethically. "90% of conflict comes from misaligned expectations" If the coach and coaches have different expectations of coaching than problems will arise. It is essential that the coach explain the purpose of the coaching sessions and checks understanding from individual to enhance trust and bringing quality to the coaching purpose. The coach to measure the effectiveness of each session. Gaining an agreement from the coaches is important to ensure the above happens.

It is important to understand he key outcomes a department needs to achieve and SMART targets are set in order to mirror these. If SMART targets are not set, the individual will be set up for failure and have a detrimental affect on department. It is vital to be mindful of the parameters of the coaching session, what permission do you need to gain from individuals and what key areas will you report back on. To ensure the effectiveness and organization of set coaching session, the coach must check who will be responsibility to organize logistics of coaching session, e. . Time and place of sessions. It is important to clarify boundaries to minimize misunderstanding of coach's role. This will ensure a strong relationship build on trust with the individual opening up to difficult situations. It is of benefit to include within expectations the agreed coaching approach and timings. For example, how many coaching and review sessions per month, also the duration of these sessions. This will allow the individual to prepare for sessions and organize self, team or department when unavailable.

This will have a positive impact to the session, as the individual will focus within the session rather than concentrating thoughts on team or department. Evaluation and dieback must be included in order to measure success, how this is measured will impact the coaching experience and feedback to individual and to superiors. It is essential that if the coach is not the individual's manager, then to ensure there is three-way communication to ensure the manager is kept up to date for workplace coaching to be a success. This will enable all parties agree boundaries of coaching session, clarify purpose of sessions and clarify expectations.

It is beneficial to establish a form of written contract; this can be reverted back to in an event of any misunderstanding and not impact the new formed working relationship. The EMCEE (European Mentoring and Coaching Council) and the association for coaching have ethical codes of practice, which all coaches should follow. To coach ethically and confidentially, the coach must: Maintain Boundaries and confidentiality: The information shared within the coaching session, unless agreed through coaching contract/agreement should remain confidential. ; The coach should provide a safe and confidential coaching environment.

Coach within their capability: The coach should not coach or offer advice or support that is outside the scope of their role, e. G. Counseling or mental health issues. Treat the coaches with honor, dignity and integrity: The coach should respect the gouache's values, beliefs and goals, even though these may differ from their own. First experience I did not follow the contracting process and found that as the individual did not understand the concept of coaching and hindered the individuals thought process. I found that, from learning form this experience has now started to provide far more effective coaching sessions. . Understand the process and content of effective workplace coaching. 2. 1 Explain how to manage a coaching process agreeing goals and following a simple coaching model. OSCAR, which means the following: O means the 'Outcome', this represents the goal within the session. An individual with well -formed outcomes will achieve far more than with out these. An outcome allows the individual to plan for success increasing motivation to obtain the goal. It is difficult to achieve success if you don't know what you're striving for. S represents 'Situation'; this allows the coach to identify the current situation.

The individual must have an opportunity to explore the current situation. There must be an acknowledgment of what is happening in team and organization and deal with difficult situations. This allows greater clarity on situation and quicker to identify barriers that are stopping them from achieving their outcomes. C means 'Choices and Consequences'. This provides an opportunity to explores choices they have available to overcome the barriers and achieve their goals. The process of deciding the best action is about considering the potential consequences.

Consequences are about understanding the pros and cons to a number of ideas in order to succeed. This step can bring its own difficulty, if there is no defined outcome and lack of understanding or acknowledgement of current situation, ideas can be problematic to recess. The coach may need to revisit the above steps in order to support the individual to create and process their potential ideas. OSCAR provides a structure to examine options in an unbiased manner. A represents 'Actions' The actions agreed next co-ordinates the individual or teams efforts to achieve their goal.

It is important in obtaining a set goal is by being proactive. Action is essential; being passive will cause lack of focus and apathy. This step allows the individual to be specific and priorities in order to achieve their goal. R means 'Review An individual must make mime to review their progress, this affectively allows the individual to check their actions and to ensure are on course to meet their set goal. The review time allows clarity and a renew focus and requires to continue at regular intervals. Since following the coaching model, I have found this really useful, used formal or informal.

Previously I had an agent who had been struggling to meet one of their targets and had tried to support them by providing advice on how to improve. Since inherent belief that the ideas they had would ensure they achieved the set target. Within OSCAR, I find the 'Review period supports the process and provides trucked time to access the progress. My agent is now confidently achieving the set target and the trust and respect within our working relationship has greatly improved. 2. 2 Explain the range of tools and techniques (including diagnostic tools and exploring learning preferences) that can be used to support effective coaching.

Within the coaching process, I always consider the following tools that are available to me: OSCAR: Currently I use OSCAR, within the model is can ensure the following: I have used 'Outcome ' to ensure my team have specific goals to work towards and to provide momentum and motivation. I have used 'Situation', within my coaching session to allow me to understand the current situation, this allowing them to acknowledge and deal with potentially difficult situations. 'Choices and Consequences' provides me with an opportunity to allow the coaches to explore choices they have available to overcome the barriers and achieve their goals.

Consequences support this by understanding the pro and con too number of ideas in order to succeed. Actions agreed supports me as a coach allowing the individual to be specific and priorities in order to achieve their goal. The Review period ensures myself and the individual cake time to review their progress, this affectively allows the individual to check their Principles of Pleasure and Pain: The theory predicts that all of our actions and behaviors will be driven by our desire to achieve pleasure and avoid pain.

I feel that as I become an experience coach, I will use this by ensuring the coaches is aware of the pain that certain beliefs maybe causing them and for them to take responsibility to change this. Belief Cycle: This involves the understanding of how a belief is created and through thoughts and emotions this can be created into a habit and reinforced through experiences. As a coach I feel that it is important as this provides an insight into how embedded a belief can be. As a new coach it provides me with an awareness of being patient and non-judgmental and a number of coaching sessions and review periods maybe required.

Performance wheel: outside rim of the wheel. The performance wheel is a visual tool to help the coaches to consider each area of their life and assess what is off balance. As yet I have not introduced the performance wheel to my team, though I have personal used it and found it to be very beneficial. I plan to use this tool in my team meeting to aid team working within my new team. VS.: This tool can be used to build rapport within a coaching session and is essential for an effective session.

VS. consists of 3 key areas to support rapport, this is through Visual (see), Auditory (hear) and Kinesthesia (feel) and we all have a primary channel that we communicate. By identifying this as a coach can build trust and credibility. Not only do I use this within my coaching sessions, but with my general time with the team. I'm a very visual person and am conscious of how my staff perceives me to ensure an effective message is delivered. 2. 3 Explain why it is important to maintain basic records of coaching activity and hat these should contain.

I believe it is important to keep personal notes of a coaching session; this helps to reflect on the session. For me this is beneficial as a new coach to encourage self- learning - what went well and what could be improved. As an organization, it is practice for all 1-2-1 time to be recorded and signed by both parties. I believe to discourage a lack of trust through coaching sessions, unless required for HRS purposes, to only keep notes to a minimum and for coaches not to have to sign once completed the sessions.

Use of notes helps to maintain a clear vision within a formal coaching session and allows the coach and gouache's to reflect back for continued focus on objectives. Notes allow the coach to stay consistent within the review period. Use of the performance wheel gives the coaches a constant visual aid to keep goal's in sight and allows for consistent reflection. Use of notes through an agreed coaching contract is vital if working closely with a third party. 2. 4 Recognize any potential barriers to coaching in the workplace and explain suitable strategies to overcome these barriers.

I believe that there are a number of barriers to overcome to ensure a quality coaching sessions. I have list the below with outcomes I currently/or will use: One of the potential individual barriers that may affect coaching is the individual's attitude. This can be highlighted in a number of ways. For example 'paying lip subsequently they continue in the same manner. Won't do' attitude, the agent is reluctant to change their current working methods as they feel they are gaining results.

I feel to try to overcome/minimize the above is to ensure review periods are set, this will create an opportunity to review the progress from agreed actions from the individual. I feel a Won't do' attitude would benefit a further coaching session to obtain the route cause and to use evidence if required, to highlight current results. Another potential barrier is time; this can impact from sessions running late or potentially being cancelled. This will have an impact on the individual's performance by not feeling Valued' and the coach/mentor not been credible.

The individual will not divulge their true thoughts/feeling on the current situation and agreed actions may not be followed. How I organize my time to overcome this will be to priorities, forward planning and give myself time within the day to allow for meeting to run over and impromptu actions to be completed. A further barrier may be lack of understanding by senior management; this can be overcome through supporting evidence of improved performance by individual, highlighting the benefits to the business for coaching within the workplace.

A further potential barrier could be due to restructuring within the company, the individual may leave the department or report to a different manager. I feel it is important to conduct an in-depth 'hand over' to inform their new manager of previous and present performance, individual's attitude and structure set for further coaching and review periods set. I feel it would be of benefit to inform senior management of handover to ensure these actions are met. It could be perceived that not being available due to attending courses to enhance skills and knowledge.

I feel that time away from the department not only allows for knowledge and skills to be increased, though also allows for reflection time. This enables coach to revise current practices to ensure improved performance. An operational barrier may be due to backlogs of work items. All agents are required to focus on work items with no availability for coaching sessions. I feel that it is vital to ensure the sessions and review periods are continued at this crucial time as this ill potentially ensure an increase of performance and subsequently backlogs are completed within or earlier time scales that are set.

A lack of awareness of the coaching process and coach's role can potentially be a barrier, I would overcome this through 'contracting to minimize resistance and to ensure quality of coaching sessions. Lack of confidence by the coach can be a factor, as I am a new coach, I support this learning through role-play with my colleagues and remembering the coaches is unaware of the process, even though I am. That I overcome this by forward planning and book time with my staff. Teams in a different geographical area could be a further potential barrier.