Making Coaching Stick

As business leaders, Learning and Development professionals, coach trainers and educators, what can we do to help make coaching training really stick?

The case for sticky coaching

Many businesses expect to increase their spending on coaching in the coming years, both on external coaches and on developing their own internal coaches. It’s no surprise then to find that conversations are increasingly turning to how we can make sure that coach training, whether as a formal, ‘pre-contracted’ activity or as a more ad hoc approach to unlocking potential and improving performance, ‘sticks’. At NG Bailey we’re no different. Over recent years we’ve taken four steps that are starting to make a real difference in our quest for sticky coaching; I’d like to share them with you.

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Change, not chaos…in five steps

We’re all on a change journey, and that journey will call upon us to develop different things at different times. Your chance of success and avoiding chaos is greatly enhanced by the amount of time you spend on preparation.

I was listening to a podcast recently in which a prominent CHRO commented that “the world has changed, it’s chaotic and unruly and our leaders need to be able to operate effectively in chaos”. Surely we want change not chaos.

Now I don’t know about you but that’s not a sales pitch I’m warming to. I’d agree that things certainly seem to be heading that way; I’m not sure we’re enjoying it…is anyone getting a kick out of Brexit? Somebody else once told me “never hire anyone who tells you they’re good in a crisis – you’ll always be in one”.

And yet it seems to me that all we need to escape the chaos is a little process, and some structure, to help us find our way out of the darkness. What’s frustrating is how bad we are at doing just that.  I work for an engineering business and we love a process – we just love following them less!

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My 2018 Coaching Journey: Finding the Path to Me

How I discovered three great principles in a challenging year with the help of my Coach: Intent is Everything; Play to Your Strengths; Know Yourself.

With the end of the year approaching fast, I’m sure I’m not alone in taking a moment to reflect on the past 12 months and what it’s meant to me both personally and professionally.

Don’t worry, this isn’t one of those terrible articles titled “10 things you need to do to be a success in 2019” but I did want to share something that’s helped me, with the hope that it will help you too.

By way of context, 2018 has been a challenge. I work in a traditional industry, that faces a severe skills shortage and, if I’m honest, a distinct lack of imagination about how to solve it.

My own organisation is not without its frustrations, and our own attempts to be creative and innovative in the way that we approach the development of our people – I’m Head of Learning – can often feel like they just aren’t impacting quickly enough. It always feels like we should be doing more.

And on a personal note, earlier in the year my mum was diagnosed, quite unexpectedly, with an aggressive form of brain cancer. After a short illness she passed away in May.

As the year continued I think it’s fair to say that all the above started to take a toll. I began to “leak” as a result of my frustrations.

So, what to do? Well, as someone fortunate enough to have both a coach and a mentor, I thought I should practice what I preach and look for some support. Continue reading “My 2018 Coaching Journey: Finding the Path to Me”

Execution and Extreme Ownership The DIG/SET/SPIKE Principle

Include yourself in every win and loss and take time to have fun and laugh about your mistakes. They are a gift that life gives you.

 

Over the last 2 years, I have been blessed with the wonderful opportunity to lead an operational execution team and we have managed to put together a group of fine professionals. They combine knowledge and experience but also curiosity for improvement and a hunger for growth. It has reached a point where we need to stop and look around and reflect. The conclusion I have reached is that we dedicate ourselves to execute plans that are being handed to us… right?  More reflection is needed to find the real purpose:  We hold in our hands the service delivery promise to our clients. Suddenly a job with no apparent complexity has become one with the highest possible stakes.

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