The environment in which business leaders operate is complex, often turbulent and filled with uncertainty. This necessitates that you perceive, think and lead in fundamentally different ways to respond successfully to the diversity of challenges in our environment. Coaching has emerged as a powerful tool in the individual’s arsenal for responding to these typical transformation challenges.
The International Coaches Federation describes coaching as, “a professional partnership between a qualified coach and an individual or team that supports the achievement of extraordinary results, based on goals set by the individual or team. Through the process of coaching, individuals focus on the skills and actions needed to successfully produce their personally relevant results.”
Coaching is typically a focused one-on-one process aimed at deepening your learning of yourself to enhance your effectiveness and to create greater fulfilment for you as a leader and person. It is typically a purposeful dialogue of reflection and action where you choose the focus of the individual conversations and we as the coach listen, observe, ask powerful questions, challenge your assumptions, and contribute to your learning by drawing on theoretical models, concepts and principles aimed at helping you generate ideas and ultimately choices for action as a leader both in your work and life.
Individuals or organisations typically have different reasons for choosing to use a coach. The following are some reasons:
- There is something at stake (a challenge, stretch goal or opportunity or even a relationship), and it is urgent, compelling or exciting or all of the above
- There is a gap in knowledge, skills, confidence, or resources
- A big stretch is being asked or required, and it is time sensitive
- There is a desire to accelerate results
- There is a need for a course correction in work or life due to a setback
- An individual has a style of relating that is ineffective or is not supporting the achievement of one’s personally relevant goals
- They want to enhance their career prospects or create new career challenges
- Because of the nature of the coaching, the baton of self-accountability, responsibility and motivation is handed to the beneficiary and in so doing the beneficiary takes ownership of his (her) own levels of sustainability.
- Furthermore we would encourage the various beneficiaries to “pay it forward” to their sub-ordinates in that through their demonstration of their new skill set that they make the new learnings available to their colleagues – a form of mentoring if you will.
- We would also suggest that with any new i.e. new skill or behaviour, that the beneficiary undertakes commitment to the processes and to practice so that after a period of time the new manner of being and doing becomes the default behavior.
- Our coaching thrust is to coach for ownership and in so doing ensure sustainability within the individual.
Because our coaching approach is holistic in that we approach the individual from a language, mood and emotion and body geography perspective both in his (her) role within the organisation and also the person that he (she) is outside of their career, we work with the beneficiary in looking to new and possible different ways of being and doing. In other words coaching works both from an attitudinal and behavioural perspective.
- Improved relationships
- Greater sense of creativity and innovation
- Better use of people, skills and resources
- Greater flexibility and adaptability to change
- More motivated staff
- Improved individual performance and productivity
- Focused and effective development of people
- Increased retention of staff – specifically, coaching supports the retention of top performers as it enables these individuals to optimise their feelings of fulfilment in the workplace, and to find their own, authentic working and leadership style
- Reducing costs
- Selecting and retaining key talent
- Succession planning
- Creating an engaged workforce
- Improving customer loyalty and retention
- Improving company flexibility and responsiveness
- Coaching is used when there is a well-defined goal that is based on improving skills and performance.
- Mentoring is valuable for career development, providing general guidance, setting and achieving goals, making decisions or facilitating problem solving.
- Coaching is about performance, mentoring is personal.
|Ongoing relationship that can last for a long period of time||Relationship generally has a set duration|
|Can be more informal and meetings can take place as and when the mentee needs some advice, guidance or support||Generally more structured in nature and meetings are scheduled on a regular basis|
|More long-term and takes a broader view of the person||Short-term (sometimes time-bounded) and focused on specific development areas/issues|
|Mentor is usually more experienced and qualified than the ‘mentee’. Often a senior person in the organisation who can pass on knowledge, experience and open doors to otherwise out-of-reach opportunities||Coaching is generally not performed on the basis that the coach needs to have direct experience of their client’s formal occupational role, unless the coaching is specific and skills-focused|
|than the ‘mentee’. Often a senior person in the organisation who can pass on knowledge, experience and open doors to otherwise out-of-reach opportunities||that the coach needs to have direct experience of their client’s formal occupational role, unless the coaching is specific and skills-focused|
|Focus is on career and personal development||Focus is generally on development/issues at work|
|Agenda is set by the mentee, with the mentor providing support and guidance to prepare them for future roles||The agenda is focused on achieving specific, immediate goals|
|Mentoring resolves more around developing the mentee professional||Coaching revolves more around specific development areas/issues|