Building a Coaching CultureThrough REAL Conversations

Presenter: Amanda Cahir-O’Donnell, M.Ed. Mgmt., FCIPD, FIITD, PCC (ICF), FAC, EMCC,

Accredited Global Coaching Supervisor (CSA).

About Amanda• 10 years in Business www.tioconsulting.ie

• Established TIO Consulting Ltd. to follow my passion –

• Executive & Team Coaching

• Previous Roles - Head of Learning and Development – AIB Capital Markets & Training Consultant in Hewlett-Packard

• CIPD Member since late 90s

• Published Co-Author of Two Seminal Books in Ireland

• Twice winner of ‘ICF Executive Coach of the Year’ – 2014, 2016

Content• What is a coaching culture?

• Why bother?

• What might go wrong?

• How to build a coaching culture

• Other considerations for HR

What is Coaching?

Coaching is a deliberate process using focused conversations to create an environment for individual growth, purposeful action, and sustained improvement.

Ref.: Homan and Miller ‘Coaching in Organisations.’ (2008)

What is a coaching culture?• A coaching culture exists in an organisation when a coaching

approach is a key aspect of how the leaders, managers and staff engage and develop all their people and engage their stakeholders, in ways that increase individual, team and organisational performance and shared value for all stakeholders.

• Ref. Peter Hawkins ‘Creating a Coaching Culture’ (2012).

Coaching Culture Ctd.

• Artefacts

• Behaviours

• Mindsets

• Energy

“To successfully establish a Coaching Culture:You can’t have a disconnect between words and actions.”

Amanda Cahir-O’Donnell, 2016

What do we mean by REAL conversations?

• R = Results-Focused • What do you want to achieve from this session?

• E = Engaged [Be Present]• 360 Degree Listening

• A = Authentic • Be YOU

• L = Lasting Change• Individual Accountability

Dialogue = A space where we create meaning together

Why bother? - It’s all about Talent.

Ref. Excellence in Coaching – The Industry Guide (3rd Edition) – Edited by Jonathan Passmore. (2016)

What might go wrong?

• Not linked to Business Strategy

• Top Level Commitment to Change Behaviours

• Confusion between Coaching, Mentoring and other Developmental Interventions

• Random coach selection by individual managers

• Contracting – Contracting - Contracting

How to build a Coaching Culture

Ref. Passmore, 2016.

How to build a Coaching Culture Ctd.

Three Core Pillars:

• Coaching Strategy/Policy – linked to Organisational Purpose, Mission, Current Strategies • N.B. Contracting

• Alignment with Organisational Culture Change e.g. High Performance; Employee Engagement

• Coaching Infrastructure – Who will manage the process for success?

CoachingStrategy

Alignment with Organisational Culture Change

CoachingInfrastructure

Other Considerations for HR

• Internal or External Coaches?• Selection Criteria? • Professional Body Alignment?• Overview on Ethics, Boundaries &

Boundary Management• What will suit your current

organisational culture?• What is your overall budget?• Where will you achieve best value

for your investment?

Coaching & Supervision Bodies

• ICF

http://www.icfireland.org/

• Association for Coaching

http://ie.associationforcoaching.com/pages/home/

• EMCC

http://www.emccouncil.org/ie/en/

• Coaching Supervision Academy

http://coachingsupervisionacademy.com/

In Summary –Building a Coaching Culture through REAL Conversations

• Build your Business Case & Gain Commitment

• Devise your Coaching Policy and Strategy

• Align Coaching with other Organisational Initiatives

• Decide on your Coaching Infrastructure –Internally or Externally Managed

• Take a COLLECTIVE “leap of faith”

• BE REAL

Q & A

We would be delighted to hear from you, if you have any queries about establishing a coaching culture in your organisation.

You will find us at:

T: 045-486180

E-Mail: info@tioconsulting.ie

@TIOConsulting

Amanda Cahir-O’Donnell

APPENDIX

DialogueDialogue is the highest form of communication; it involves true two-way communication where each participant draws the other out, searches for new meaning, voices his/her own opinion with integrity, all in search for truth or a mutually-acceptable course of action.- William Isaacs

Sample Checklist for One-to-One EngagementUse the following checklist to review your overall contract, identify any gaps and plan to check back on these with your coachee.

Procedural

• How long is the relationship likely to last?

• Frequency of meetings?

• Where will we meet? (Will this vary?)

• What notes will be kept? By Whom? Where will they be kept? Are they accessible to others?

• What is the procedure if one of us needs to cancel a session? How will we re-arrange?

Psychological

• What aspects have we brought into awareness that might otherwise have influenced under the surface?

• Have we both been open about any anxieties or concerns we have?

• Have we considered how either of us might unwittingly sabotage our relationship?

• Have we planned how to recover trust if something does go wrong?

• Have we addressed the potential dependency issues? The possibility that the client may feel overwhelmed? Or rebellious?

• What ground rules have we agreed to ensure that either one of us will feel comfortable enough to raise any issues with our relationship?

Sample Checklist for One-to-One Engagement Ctd.Use the following checklist to review your overall contract, identify any gaps and plan to check back on these with your coachee.

Professional

• What are the boundaries to our relationship?

• What issues should the client take elsewhere?

• How will we know when issues are outside our agreed boundaries?

• What are the expected outcomes from working together?

• Are we satisfied that the professional level of the contract is within our competence?

• Have we specified what is outside the contract?