|
|
Coaching
Client typically seek coaching for themselves, or for their direct reports. Here are some situations in which it has proven highly valuable both to the individual, and commensurately, to the organisation. The person may:
- have been given a shot at an exciting new role. People are expecting quick results and it's essential to hit the deck running.
- know there may be politics but be unaware what the politics may be.
- lack an influence network (perhaps being new to the organisation) which is making it hard to get things done.
- be moving out of a functional or staff role in to a general management position for the first time.
- be seeking partnership in a professional firm.
- be newly in general management but are being accused of unfairly favouring their old functional department.
- be under increasing pressure to focus externally and bring in business.
- have staff who keep delegating up - requesting ‘help’ in completing assignments, leaving them swamped with no time to think and act strategically.
- have a million priorities, which means, in fact, no priorities.
For quick ideas to help with some of these issues:
Check out:
For recommendations tailored to your circumstances:
Call Andrew Bass on [+44] 0121 427 7217.
or
Email Andrew@bassclusker.com
For more detailed information how we might work together, read on ..
Although it is particularly fashionable at the moment, coaching is not new. Under varied names, it has a long history and has proven value to leaders and those who aspire to leadership positions. Thoughtful owners, executives and professionals acknowledge how seeking supportive and challenging external input can help them to:
- see the wood for the trees.
- reflect on personal and business aspirations.
- raise achievements to new levels.
Who is this for?
Executives, managers, professionals, business owners, and individual contributors working within an organisational structure, who:
- may be making a job or personal transition.
- need independent, objective assistance to enhance competence, performance, and/or impact.
- are willing to accept feedback, change behaviour and consider issues in new ways.
- want a results-oriented and pragmatic approach.
- want to address either specific issues and/or long-term plans, or need a sounding board to reflect on current behaviours and performance.
- need absolutely confidential help at key times, and require fast response with options for action.
What kinds of results can you expect?
Typical results include:
- Enhanced productivity, both personal, and of your team
- Far greater control over time
- More effective, results-producing delegation .
- Enhanced influence and impact in meetings, presentations and negotiations.
- Success in interviews and promotion boards.
- Improved life-balance.
- Greater buy-in from staff.
- Clearer, more focused strategy: for career, current job, team and/or business.
An approach that fits in with work patterns and demands
Recognising the daily demands on our clients, our approach to coaching is designed to provide:
- timely, confidential help on current issues and concerns.
- maximum flexibility of access to coaching help - face-to-face, telephone, email, Skype etc.
- convenience through technology - personalised coaching is available no matter where the participant is at the moment of need.
- extremely high responsiveness.
Ensuring a successful process
Each individual is unique - and that's why the standardised 6- (or 8- or 10-) step 'coaching models' are simply too inflexible for ambitious, achievement-oriented people. An approach which is standardised to work with most people will tend to get the results that most people get: i.e. ordinary ones. An increasing number of clients are coming to me complaining about sometone attempting to force them through an template designed for the coach rather than the client.
Working together with clients, I organise coaching around the individual, their goals, and observable, verifiable evidence of success. We chart our course not based on a pre-prepared template, but on the feedback we gain from session to session as you put new skills and attitudes to the test in the real world.
It is important to have a structure, of course, but it is impossible (or at the very least stifling) to set out a detailed plan in advance. (To find out more, read this article about the danger of premature planning, and a powerful process for achieving goals which seem beyond you).
So, how is the structure provided? By a set of groundrules that we agree at the start, typically covering the following areas:
1) Objectives and results
2) Confidentiality and (where applicable) feedback to management
3) Transparency, honesty and openness
4) A commitment to move forward (avoiding 'paralysis by analysis')
5) Response Times
For more detailed discussion of these areas, see sample coaching groundrules.
Your Next Step
If you are interested in coaching for yourself or for a member of your team, please contact Andrew Bass for an informal discussion. If we agree that working together looks viable, we will then take two further preliminary steps:
1) Agreement of objectives and measures of success
2) A discussion with the prospective coachee to find out if we believe we can work together, are able to establish the beginnings of a productive working relationship, agree on groundrules etc.
Once these are in place, we can then begin the coaching relationship, monitoring progress according to our objectives as we go.
Targeted coaching can make a dramatic difference to a person's impact, effectiveness and job satisfaction. Please contact us to learn more.
|
|