Distributed by Barker Hoffmann Consulting Ltd, Albert Buildings, 49 Queen Victoria Street, London EC4N 4SA ENGLAND

Table of Contents

I-

Definition of Coaching--------------------------------------------Page

II

Developments & Its Types------------------------------------- Page

III What Coaching is NOT----------------------------------------- Page

IV Who can Coach?------------------------------------------------- Page

Building a Culture of Coaching------------------------------- Page

VI Benefits of Coaching in the Organization----------------- Page

10

VII Coaching Managers to be Coaches------------------------ Page

11

VIII How can we help?----------------------------------------------- Page

13

Distributed by Barker Hoffmann Consulting Ltd, Albert Buildings, 49 Queen Victoria Street, London EC4N 4SA ENGLAND
1

I - Defining what is coaching?

Coaching is sometimes seen as a style of facilitation or management and is occasionally used interchangeably with mentoring, consulting and even therapy.

Coaching is essentially a conversation a dialogue between a coach and a coachee (person being coached) within a productive, results-oriented context. Coaching involves helping individuals access what they know. They may never have asked themselves the questions, but they have the answers. A coach assists, supports and encourages individuals to find these answers. Coaching is about learning yet a coach is not a teacher and does not necessarily know how to do things better than the coachee. A coach can observe patterns, set the stage for new actions and then work with the individual to put these new, more successful actions into place. Coaching involves learning. Through various coaching techniques, such as listening, reflecting, asking questions and providing information, coaches become self-correcting (they learn how to correct behavior themselves) and self-generating (they generate their own questions and answers). Coaching is more about asking the right questions than providing answers A coach engages in a collaborative alliance with the individual to establish and clarify purpose and goals and to develop a plan of action to achieve these goals. Coaching is about change and transformation about the human ability to grow, to alter maladaptive behaviors and to develop new adaptive and successful actions. As most of us know, changing old patterns and habits can be difficult, even when we recognize that they are disadvantaging us or holding us back. A coach observes these habits, opens up new possibilities and supports us in the sometimes difficult process of change.

Distributed by Barker Hoffmann Consulting Ltd, Albert Buildings, 49 Queen Victoria Street, London EC4N 4SA ENGLAND
2

II - Developments in Coaching and its Types

As we have already noted, coaching is about learning. Coaching today, although distinct from teaching, draws heavily on the principles of adult learning developed in the 1950s and 1960s. Some of these principles addressed by coaching include the assumptions that the self-concept of adults moves toward being self-directed rather than dependent on others and that adult learning is motivated by a need to manage real life issues more effectively. A critical role of a coach is to provide a safe, nurturing environment for the individual to grow and develop his or her own strategies and solutions. Coaching is also influenced by constructivist learning theory. While an in-depth discussion of this theory is clearly outside the scope of this paper, the following aspects bear particular relevance to coaching: The learner is always an active organism, not just responding to stimuli, but seeking them out and engaging and grappling with them in order to make sense of the world. Knowledge is generated internally, not just from external sources. Motivation is intrinsic. Coaches cannot motivate individuals. They examine and clarify the individuals values, purpose and vision, and collaboratively set goals that pull the individual towards achieving them.

Types of Coaching
Business Coaching Business coaching can be applied to all types of businesses. It ranges from individual and executive team coaching in large corporations, to coaching owners and managers of smallto medium sized businesses and other organizations. More and more business owners/managers and organizations are hiring business coaches to help them develop, promote and grow their business, staff and themselves. Executive Coaching Executive coaching is a collaborative, individualized relationship between an executive and a coach, the aims of which are to bring about sustained behavioral change and to transform the quality of the executives working and personal life. Although executive coaching always focuses on the individuals working life, coaching sessions frequently center on interpersonal development, personal change and transformation. Executive coaches work with individuals or teams within large organizations. Some areas of executive coaching include: leadership development; interpersonal and communication skills; career coaching to enhance personal satisfaction and career opportunities; specific skills coaching; developing talent; and executive strategic planning. Executive coaching can also focus on building a top performing team, working with individuals to become more effective team players and coaching executives/managers to be coaches.
Distributed by Barker Hoffmann Consulting Ltd, Albert Buildings, 49 Queen Victoria Street, London EC4N 4SA ENGLAND
3

III - What coaching is NOT

Mentoring is frequently confused with, or referred to interchangeably with coaching. Some definitions of mentoring might help to differentiate between the two processes. Mentoring is a natural way of passing knowledge, skills and experience to others by someone who is usually older, wiser and with a broad life experiences and specific expertise. Traditionally, mentoring was a hierarchical relationship involving a wise senior who dispensed wisdom, knowledge and advice to a grateful but essentially powerless junior. Modern mentoring relationships are based on a more mutual, equal and collaborative learning alliance. These features also apply to the coaching relationship and there are numerous similarities between mentoring and coaching. Some of the similarities and differences are listed below. Similarities Differences Both require well developed Mentoring invents the future based on interpersonal skills the expertise and wisdom of another, whereas coaching is about inventing a Both require the ability to generate future based on the individuals own trust, to support commitment and to possibilities. generate new actions through the use of listening and speaking skills. Mentors are recognized as experts in their fields. Both shorten the learning curve. Mentoring is usually more career Both aim for the individual to improve focused in terms of career his or her performance and be more advancement. productive. Mentors usually have experience at Both encourage the individual to senior management level, and have a stretch, but can provide support if the broad knowledge of organizational person falters or gets out of his or her structure, policies, power and culture. depth. Mentors freely give advice and opinions Both provide support without removing regarding strategies and policies, responsibility. whereas coaching is about evoking Both require a degree of organizational answers from the individual. know-how. Mentors have considerable power and Both focus on learning and influence to advance the individuals development to enhance career and advocate promotion. competencies. Mentors convey and instill the Both stimulate personal growth to standards, norms and values of the develop new expertise. profession/organization. Coaching is Both can function as a career guide to more about exploring and developing review career goals and identify the individuals own values, vision and values, vision and career strengths. standards. Both are role models.

Distributed by Barker Hoffmann Consulting Ltd, Albert Buildings, 49 Queen Victoria Street, London EC4N 4SA ENGLAND
4

While there are obvious distinctions between mentoring and coaching, they share much in common, including some of the competencies necessary for success in both disciplines. Perhaps the simplest way to define the connection between the two roles is to view coaching as a style of relationship that can be employed in mentoring. Furthermore, once the coach and individual have completed the formal coaching intervention, the coach may move to a role similar to that of a mentor. That is, the coach and individual might meet on a monthly basis with the coachs role to guide and support the individual on his or her journey, offering professional advice and providing a trustworthy sounding board.

IV Who then, can coach?

Personal qualities of a successful coach There is no such thing as an ideal or perfect coach. Knowledge is a continuous process. We are constantly re-evaluating ourselves in terms of what we know and what we need to know to continue our journey of self-growth. In our experience, we have found a consistent need for follow-up seminars and workshops for individuals to continue their professional development and advancement.

Distributed by Barker Hoffmann Consulting Ltd, Albert Buildings, 49 Queen Victoria Street, London EC4N 4SA ENGLAND
5

Yet, not everyone can be a coach. While many coaching skills can be acquired through training and practice, research and experience suggest 10 personal qualities that characterize an effective, successful coach. These are:

1. A capacity for self-awareness. 2. An ability to inspire others. 3. An ability to build relationships. 4. A capacity to be flexible. 5. An ability to communicate. 6. An ability to be forward-looking. 7. A capacity for discipline. 8. An ability to manage professional boundaries. 9. An ability to diagnose issues and find solutions. 10. An ability to sell themselves and their services.

The Manager Coach

as

Management worldwide has undergone remarkable changes. There has been a flattening out of middle management, and the remaining managers are expected to be multi-skilled and to have good people skills and team building capabilities. Managers are expected to do more with fewer staff. Increased competition in a global economy, greater consumer expectations of service and demands for efficiency and effectiveness in organizational structures require that managers continually develop their organizations and the people within them. The interpersonal skills and emotional competencies that facilitate a productive workplace are of the utmost importance. Managers have to understand their own emotional make-up as well as that of others in the workplace, and they have to be able to manage relationships and build networks.

Distributed by Barker Hoffmann Consulting Ltd, Albert Buildings, 49 Queen Victoria Street, London EC4N 4SA ENGLAND
6

Modern managers require excellent communication skills and the ability to deal with diverse employees, many of whom no longer respond to the traditional, hierarchical, top-down decision-making style of leadership. Often, the best employees seek self-development, selfresponsibility and accountability rather than direction and control. They want to be coached rather than managed in the traditional style. Yet not everyone has naturally good interpersonal skills, and managers are rarely given any formal training in this critical area. However, such skills can be learned. Managers can learn a new supportive, collaborative leadership style that builds trust and induces improved performance in the workplace. They can acquire the skills to become facilitators, people who empower and develop others in the workplace. This is not to say that managers should be become coaches rather than managers. Managers have to manage. While the role of a coach in executive coaching is typically non-directive, the manager as coach gives advice and instructions and may tell the coachee what to do or how to do something. The coaching model most appropriate to managers is frequently a directive one, whereby the manager assesses the performance error, demonstrates the correct action and rewards the employee for the desired behavior(s). The role of a manager as coach is not limited to corrective or remedial coaching for performance deficits. Coaching is about performance enhancement and so the managers role also involves guiding, encouraging and enhancing top performers, as well as career coaching at all levels in the organization. Regardless of whether coaching is directive or nondirective, it offers managers a new way of relating. It entails a new process of managing that allows for their own personal growth and development, as well as the skill enhancement and development of their employees. Through becoming a coach, a manager can learn new styles of managing and communicating and will be engaged in a personal process of continuous learning. As a coach, a manager will be able to recognize when a coaching opportunity arises. Coaching is a conversation, a way of relating. Coaching can occur in formal settings, where the manager and staff sit together for an hour or so in weekly sessions and work together on goals and action plans for development. It can also occur in regular team coaching sessions. Coaching can also be informal and occur on the spot whenever a manager sees the need, or indeed creates the opportunity for a coaching moment. A manager should 1) Observe the situation, 2) Analyze and hypothesize about possible causes of a particular behavior, 3) Give feedback to the person by choosing an appropriate response such as, 4) Rewarding and enhancing a skill or, 5) Problem solving to build new skills. Managers as coaches can occur at various levels in the organization senior managers may be required to coach middle managers who in turn, may be required to coach junior managers who in turn, can be required to coach individual employees. Coaching within organizations can occur in the absence of a manager. As more and more workplaces turn in to self-managing teams, peer coaching or peer support is also becoming more critical. In this situation, peers observe, provide feedback and coach each other. Regardless of the level at which coaching occurs, it should be work-based, work-related and performance oriented.

Distributed by Barker Hoffmann Consulting Ltd, Albert Buildings, 49 Queen Victoria Street, London EC4N 4SA ENGLAND
7

V How to bring about a Culture of Coaching

While managers can be coached to become coaches and adopt a coaching model, such a process cannot succeed within a vacuum. There must be a culture of coaching to support the initiative. There is a need for commitment to coaching at all levels in the organization. Unless there are individuals who will value, embrace, support and provide the resources for coaching, the interventions are unlikely to succeed or to permeate the organization. Coaching is not an isolated phenomenon, but a viable, effective management performance improvement technique that can complement and enhance other improvement programs such as career planning, performance management and giving performance feedback.

Distributed by Barker Hoffmann Consulting Ltd, Albert Buildings, 49 Queen Victoria Street, London EC4N 4SA ENGLAND
8

Organizational Alignment is the Key

The role of the coach may be to enlist support and enthusiasm for coaching within an organization. Whether undertaking individual executive coaching, team coaching or coaching managers to be coaches, the process of organizational alignment is a good predictor of the success of the coaching assignment. This process follows the following steps: 1. Step One involves a meeting, or several meetings, with the person who initiated the contact regarding coaching. During these meetings, the coach gathers as much information as possible the organization, the potential coaches, the fit of coaching within the culture, and the resources that are available to support the initiative. 2. Step Two involves a two hour introductory seminar or workshop on coaching. This is usually attended by senior managers, line managers, supervisors, human resources personnel and potential coaches. The workshop covers such things as; What is coaching? The history of coaching. The differences between coaching, training and counseling, How coaching will benefit the organization. Who will be coached and typical coaching scenarios. 3. Step Three generally takes place in a group setting over a period of two to four hours. Essentially, organizational alignment involves ensuring that all those who will be affected by the coaching intervention are informed and are in agreement with the goals of coaching, and the specific rewards and benefits of coaching to the organization. Any possible obstacles to the success of the coaching program are freely discussed, and an opportunity to brainstorm solutions is provided. Finally, methods and procedures for review and refinement of the program are addressed.

Distributed by Barker Hoffmann Consulting Ltd, Albert Buildings, 49 Queen Victoria Street, London EC4N 4SA ENGLAND
9

VI Benefits of Coaching in the Organization

When managers adopt a coaching profile the organization benefits in numerous ways. Some general organizational benefits include: Employees commitments to the vision and goals of the organization are clarified and enhanced. Commitment to training, learning and development is increased. Turnover is decreased because individuals feel ownership and investment in the organizations success. Self-awareness is increased, and interpersonal skills are valued and developed. Workplace communication is improved and a friendlier more trusting environment is created. Employees become more self-directed, less dependent and more accountable. New skills are learned and practiced, and ongoing feedback is available to support new behaviors this results in better skilled, more productive employees and measurable gains in output. Cooperation is increased, there is less competition and shared work objectives are accomplished. Employee conflict is reduced, which results in more attention to work issues. Staff are more motivated and enthusiastic and generate improved customer relations. There is a greater utilization of human resources to address individual and team performance challenges. The benefits of managers adopting a coaching profile are obvious. However, it is critical that the coach is aware of the potential obstacles to establishing a coaching program for managers to be coaches. One of the major drawbacks is the lack of resources and support. Sponsorship and commitment at all levels of the organization is crucial if coaching is to be anything else other than a change of name in management practices. Some organizations may feel too conservative, and not receptive to the new ideas and changes that coaching encompasses.
Distributed by Barker Hoffmann Consulting Ltd, Albert Buildings, 49 Queen Victoria Street, London EC4N 4SA ENGLAND
10

Finally, while most organizations recognize the need for excellence in technical skills, the need for personal development of staff can be a low priority. While most managers recognize the benefits of coaching and the need to change their way of working, some fear that they may lose their power base if they adopt a coaching style. Egos can become invested in our roles, especially the trappings of authority. Coaching is a collaborative and more democratic relationship than the traditional command, control and coercion model of management. If issues of control and a reluctance to renounce a hierarchical style are paramount, a manager may require individual coaching to gain insight into, and develop strategies to overcome these obstacles to self-development as a coach. Some managers fear that they do not have the requisite skills for successful coaching and will not know what to do and will fail. Such lack of confidence can manifest as a reluctance to confront staff and a fear of offending employees on whom they obviously depend. These insecurities are more easily overcome than some of the organizational blockages mentioned earlier. As managers acquire coaching skills such as goal setting, developing action plans, dealing with difficult employees and managing conflict, many of these anxieties disappear. However, the issue of managers being resistant to coaching because they are uncomfortable with their skills highlights the importance of having trained, competent coaches, either in-house or externally, to train and coach managers and others in the organization to be coaches. Some managers insist that they do not have the time to coach and develop their staff. Part of the coachs role is to present the benefits of coaching in such a way that it becomes recognized and positioned as an important leadership responsibility.

VII Coaching Managers to be Coaches

So, how does a manager become a coach? Ideally, each manager who wants to adopt a coaching profile should receive individual, one-on-one coaching from an experienced coach, either in-house or external to the organization. Individual coaching allows for greater selfawareness, and leads the manager to become more aware of, and more accepting of, his or her strengths and weaknesses, prejudices and preferences. Individual coaching provides a private, confidential environment for these issues to be discussed freely and honestly. However, individual coaching for managers is not always a viable proposition. Particularly in large organizations, it can be costly and time-consuming compared to group coaching. Most coaching tends to be done in a group workshop setting, usually on a weekly basis for approximately two hours over a period of eight to twelve weeks. Again, this time schedule is the ideal, but can be adapted according to the circumstances of the organization and can therefore be changed to an intensive three or four day period.
Distributed by Barker Hoffmann Consulting Ltd, Albert Buildings, 49 Queen Victoria Street, London EC4N 4SA ENGLAND
11

A workshop outline might be: Training Objective: To have participants competent to act as coaches and facilitate the development, learning and performance of individuals and teams Purpose: To provide the foundation for managers to develop their own abilities as coaches. To help managers understand what coaching is and how it can offer new possibilities for more effective interactions in the workplace. To help managers understand the practical value of coaching as a performance enhancement technique. To help managers develop self-awareness and recognize their own strengths and weaknesses ads a manager and a leader. To help managers to develop an understanding of the process of coaching as well as coaching skills and techniques. Who Attends: Senior managers, middle managers, human resource personnel, line managers and supervisors. The workshop should cater for between six and twelve, with two facilitators for the higher numbers.

Summary
Coaching is recognized as an essential management and leadership skill. The process benefits not only the individual who is being coached, but also the organization of which he or she is a member. The key to success is the commitment of the organization to the coaching process. Providing the support and commitment of the organization as a whole is there then any other barriers to the success of the initiative can be overcome.

ALAN BARKER Managing Director Barker Hoffmann Consulting Ltd

Distributed by Barker Hoffmann Consulting Ltd, Albert Buildings, 49 Queen Victoria Street, London EC4N 4SA ENGLAND
12

Since 1969 Barker Hoffmann Consulting had coached and produced successful managers, leaders and coaches on various industries across several countries around the world. Its rich and deep experience on the subject matter of coaching produces one of the most effective, practical and results oriented program in the market today.

To ensure quality and consistency in the delivery of our Coaching Program Initiative to any clients with whom we had engagement we have established a process to follow that has been proven effective in creating a culture of coaching within the clients organization.

Distributed by Barker Hoffmann Consulting Ltd, Albert Buildings, 49 Queen Victoria Street, London EC4N 4SA ENGLAND
13

Our Consulting Practice

Barker Hoffmann is a United Kingdom based multi-faceted consultancy with its head office in London. It operates in Europe, the USA, Africa the Middle East and the Asia-Pacific region through regional offices.

Our Services
In the area of Competency Management, Barker Hoffmann offers services on the development of the following: Full-Range Competency Models Job Family Target Profiles

The Asia-Pacific regional office is located in Manila, Philippines and it has associated offices in Sydney & Brisbane (Australia), Wellington and Auckland (New Zealand), Honolulu (Hawaii), Davao (Philippines) Bangkok (Thailand) Kuala Lumpur (Malaysia), Jakarta, Bangalore, Addis Ababa (Ethiopia) and Khartoum (Sudan). At present, the region has about 60 consultants serving the regional offices. Barker Hoffmann is a multi-faceted management consultancy operating in the private and public sectors covering such areas as: Creating a Coaching Culture for Organizations Strategic Planning Strategic Management Implementation Organizational Development Organizational Analysis and Restructuring (Reengineering) Performance Management Systems Educational and Instructional Systems Talent Management Systems Competency-Based Human Resource Management

Competency Assessment Instruments (Paper-based and Software-based) MS Access Competency Bench-Strength Tracking Database Competency-Based HR Tools for the following Strategic HR Areas: o Recruitment & Selection o Training & Development o Performance Management o Career Management & Succession Planning o Talent Management o Compensation & Benefits

Our partial list of Client Successes

Proctor & Gamble Johnson & Johnson Citibank Toyota Philips Petronas PLDT Jollibee Foods Corp Metrobank Brunei Government

Distributed by Barker Hoffmann Consulting Ltd, Albert Buildings, 49 Queen Victoria Street, London EC4N 4SA ENGLAND
14

Contact Us
Head Office
Albert Buildings, 49 Queen Victoria Street London, EC4N 4SA United Kingdom JILL MONTELLANO Director, International Accounts +44 02 07 248 2564 jill@barkerhoffmann.com

South East Asia Regional Office

7C Tuscan Building, 114 V A Rufino St. Makati City, 1226 Philippines RYAN CRUZ | MARY ANN LEMANA Associate Consultants +63 2 856 6468 | +63 2 8567346 Mobile: (0922) 8171461 | (0906) 4615145

Australia & New Zealand

11/9 Arawa Road, Hataitai, Wellington New Zealand MICHAEL KNIGHT Director +644 386 1069 michael@barkerhoffmann.com

Distributed by Barker Hoffmann Consulting Ltd, Albert Buildings, 49 Queen Victoria Street, London EC4N 4SA ENGLAND
15