Implementing a Great Coaching and Mentoring Programme

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Implementing a Great Coaching and Mentoring
Programme

• Training Circuit
• 4th July 2006

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Agenda

• The difference between coaching and mentoring
• Resistance Factors
• Coaching Skills v. Models
• GROW
• Listening
• Feedback
• Wheel of Life
• Evaluation and Metrics

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Coaching v. Mentoring

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A Mentoring Definition

• Mentor The original Mentor is a character in
  Homers epic poem The Odyssey. Mentor oversaw the
  work of Odysseys son.
• Mentoring A mentor enables an individual to
  follow in the path of an older and wiser
  colleague. The mentor is someone who can pass on
  their knowledge and experience, and, in some
  cases, open doors to otherwise out-of-reach
  opportunities.

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Coaching? (The US Army Corp)

• Coaching is the process of inspiring,
  encouraging, motivating, and instructing an
  employee to unlock his or her greatest potential
  so as to achieve their ultimate goal. The coach
  becomes the employees personal resource and
  advocate. This helps the employee to grow
  professionally and personally.

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The Coaching Spectrum
THE COACHING SPECTRUM The Ask / Tell Repertoire THE COACHING SPECTRUM The Ask / Tell Repertoire THE COACHING SPECTRUM The Ask / Tell Repertoire THE COACHING SPECTRUM The Ask / Tell Repertoire THE COACHING SPECTRUM The Ask / Tell Repertoire
Tell what and how Give advice Demonstrate Make suggestions Ask questions and paraphrase
Controlling Empowering
Coaching by asking is typically more effective than coaching by telling Taken from The Tao of Coaching by Max Landsberg Coaching by asking is typically more effective than coaching by telling Taken from The Tao of Coaching by Max Landsberg Coaching by asking is typically more effective than coaching by telling Taken from The Tao of Coaching by Max Landsberg Coaching by asking is typically more effective than coaching by telling Taken from The Tao of Coaching by Max Landsberg Coaching by asking is typically more effective than coaching by telling Taken from The Tao of Coaching by Max Landsberg
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Which scheme do you implement?

• Factors to consider
• Purpose
• Current culture
• Change readiness
• Scale of proposal
• Other initiatives / HR strategy
• Potential resistance
• ROI

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Potential Resistance Factors

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What might you see, hear, feel?

• Confusion
• Immediate criticism
• Ignore/ Denial
• Compliance
• Silence
• Sabotage
• Easy agreement
• Deflection
• Attack
• Pressing for solutions
• Watch as it derails
• Dissent behind closed doors
• Low energy / engagement

• Give me more detail
• Flood with detail
• Time pressures
• Impracticality
• Real world
• Im not surprised
• Intellectualizing
• Moralizing
• Delaying
• Foot dragging
• Cynicism
• Resignation
• Subvert/ derail
• Water down
• Direct challenge
• Complacency

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What might you do?
Change Weary / Apathy Invest more time than you think Work with small numbers of people Let others know of your successes Involve key people in the design and implementation of the programme Deliver what you say you well Generate short term wins Change Responsive Learning Focused EUREKA!
Change Resistant, Maybe Anger Establish a sense of urgency Achieve commitment at highest level Start at top Generate short term wins Ensure there is lots of communication and feedback at all stages (good and bad) Commit to a programme Curious / Receptive to Change Less time needed on organisational assessment and ROI Involve more people as coaches and encourage cross functional coaching
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Coaching Skills

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The 3 Core Skills
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GROW Model
WILL
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Potential Questions

• How will you know that you have achieved that
  goal?
• How will you know the problem is solved?
• What is happening now?
• What, who, when, how often
• What is the affect or result of that?
• What else could you do?
• What if this or that constraint were removed?
• What are the benefits and downsides of each
  option?
• What factors will you use to weigh up the
  options?
• What could stop you moving forward?
• And how will you overcome it?
• What else are you going to do? By when?
• On a scale of 1 10 how committed are you?

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Listening
We have TWO Ears Use them
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Feedback Skills

• AID
• ACTION what the person, did, didnt do, said,
  didnt say,
• IMPACT what as the impact on you?
• DO DIFFERENTLY what would you prefer the person
  to do more of, less of, change, etc.
• Have a go

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Wheel of Life
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Evaluation and Measurement

• Final thoughts

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What and how are you measuring the effectiveness?

• Consider the ROI
• Knowledge enhancement
• Skills and behaviours
• Employee retention
• Performance targets
• Measurement tools
• 360 Feedback
• On Line culture surveys
• Interviews
• Stakeholder involvement and ongoing communication

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Any questions?