Creating Awareness In The Coachee
Creating awareness is linked to ‘coaching that sticks.’ It is the ability for the coach to integrate and accurately evaluate multiple sources of information, and present these back to coachee to help them gain awareness. Creating awareness is ‘inside out’ / getting under the skin of the coachee/seeing things as they see them, whilst also making links to what is possible in their world from where the coachee currently is. This is inside-out transformational change, rather than skills based or outside-in change.
Although context is a powerful determinant in the quality of the coach-coachee relationship, being present with the coachee can really help. So just as we as a coach, are endeavouring to help the coachee with change that comes from the inside and shows itself outward, we too need to work on ourselves from inside out. There is a nice parallel here of ‘inside-outness,’ which helps with the genuineness and specialness of the coachee-coach relationship.
Managers Can Be Effective Coaches
An interesting article by Jeff Matthews suggests that much of the training provided for manager-as-coaches has not dealt with the particular challenges that managers face in the corporate environment, in particular the power imbalance.
We agree that there are challenges which make it difficult for managers to take coaching skills back to the workplace. But it’s not impossible. Focusing on the ‘when’ of coaching is an important start. That is, involving people in identifying coachable ‘moments.’ We have identified 13 of these which are common to many organisations and there are more. We find that when coaching is used overtly in a range of situations, people are more likely to see the benefits of it. This then makes it more likely that managers will use coaching skills for performance-related situations. In addition, quality relationships do exist and even flourish within organisations which do not necessarily support a coaching framework. They flourish because the manager sets the tone for them to flourish. If managers have built up a substantial base of Relationship Equity, then coaching is naturally happening. They may not call it coaching of course.
So as manager-as-coach, we suggest that you, with your employees set aside regular time to do seven things. As a result, coaching will be happening without it feeling forced.
Educating both parties about the purpose and process involved in the use of a new skill or practice will increase the likelihood of its success. The leader who is using the new skill will have more confidence through knowing that their team members understand what they are looking to do, and are clear on their role in the process and therefore less likely to resist its introduction.
Altris leadership programmes aren’t like traditional classroom training where you can ‘come along for the ride’ and not do anything when you leave. We include coaching, cafe style group discussions, online discussion forums, surveys and activity measures. All of these are designed to help the committed learner to learn, grow and improve the skills that the programme aims to deliver. However they also tend to flush out those that aren’t doing anything because they came along for the ride. We tend to notice a few symptoms of ‘coming along for the ride’ that we thought we would share (in a light hearted way).
‘Living’ the ROI of Training
Completing a comprehensive ROI analysis on a training programme involves many hours of assessment and review. In these lean times, a more practical and worthwhile approach is what we call ‘living’ an ROI. By this we mean putting in place the scaffolding to support and embed participants’ learning. Living the ROI of training means spotting, as well as creating, the opportunities to embed new behaviours across the critical three to six month period following the training event. In our BLOG we offer some practical tips for both before and after the training programme.
We believe that if you don’t go through the thinking of ‘how to apply this training’ before the training, you’re wasting time and money both as a participant and as an organisation.
‘Living’ an ROI (rather than doing a formal ROI exercise) is less expensive and good for both the organisation and the programme participant.