Where does coaching take place in an organisation? It is just something that senior executives do to reflect on their development and have “important” and “strategic” conversations? Or is it something that can be more widespread. Let’s explore this issue.
Our ILM level 7 coaching candidates undergo some study, part of which is the requirement to review the coaching culture in their organisations. One of the questions that is asked is:
Evaluate alternative approaches other than coaching that can be used to encourage professional development.
Modernising the training course
Our dutiful level 7 coaches looked at the possibilities, spoke to HR, reflected on their own experiences of development. And one message came through, loud and clear: that professional development that is generic, focused on the organisation more than the individual, and one size fits all is not effective – it has had its day.
Building on this was a powerful observation – that all is not lost for this type of traditional training …. if it is modernised. And two key ways to do this are:
- taking a more facilitative approach to training and support, i.e. using a coaching approach to this work. Asking instead of telling, listening instead of talking, circle time instead of PowerPoint slides.
- Providing 121 coaching support after any training programme. We have all had the experience of going to training, and then doing nothing with the learning that we have received. 121 coaching follow up may give participants a stronger chance of actually embedding the learning that was in the training
The coaching leader
In a similar vein, the level 7 team considered effective leadership styles, and noted one consistent aspect: since they had started to learn coaching skills at an advanced level, they were using it as an integral part of their leadership style. As one of the group said “it’s more than just being trained as a coach then advertising our coaching sessions on the intranet!”
When you choose, as a leader, to train as a coach, the opportunities to use the coaching skills and coaching approach are myriad. Some examples include
- Deliver any training with a coaching style
- In meetings and presentations, facilitate and collaborate, rather than broadcast and instruct
- Look for opportunities to turn problem solving conversations into coaching ones
- Hold back from giving the answers, and always start with “let’s see what you think.”
- And of course dedicate some time to coaching your team and those of your colleagues.
Taking a coaching qualification is a hugely beneficial process. You develop yourself highly, distinguish yourself from others who are using coaching skills who have learnt them informally. You also may gain the satisfaction that you are giving yourself, your team and your organisation the best chance of sustainable change. Coaching doesn’t just need to be in those few precious 121 senior coaching sessions, but can be spread throughout the organisation.
Ready to bring coaching into your leadership style?
If this post has got you thinking about training as a coach, we’d love to talk it through with you. Get in touch to find out which coaching qualification suits where you are right now, or book a free 30-minute call and we can explore it together.
