Cosmo
Coaches
COACHING
Javier LABRADOR MÉNDEZ
Katarina JOBBAGYOVA
Mei HA
Mélanie POUYMAYOU
Ray ISILAR
Uzair AHMAD
OBJECTIVES
o To be able to define COACHING
o To differentiate a coach from a mentor
o To know some theoretical models of coaching
o To understand the process of a coaching session
o Have first hand experience of coaching
ERIC SCHMIDT [Link]
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(ex-CEO of Google) embedded
DEFINITIONS
“A process that enables learning and development to occur
and thus performance to improve ”
Parsloe and Leedham (2009)
“The process of helping people enhance or improve
their performance through reflection on how they
apply a specific skill and/or knowledge”
Thorpe and Clifford, (2003)
“Unlocking the person´s potential to maximize their
own performance”
Whitmore, (1996)
Mentoring Vs Coaching
Mentoring Coaching
Ongoing, long-term relationship Set duration, short-term relationship
Informal meetings => advices, guidance or Structured in nature and meetings are
support scheduled on a regular basis
More experienced and qualified than the
Coach is a guide, not someone superior
‘mentee’.
Focus on career and personal development Focus on development/issues
The agenda is focused on achieving specific,
Agenda is set by the mentee immediate goals – set by the client
Developing specific development
Developing the mentee professional areas/issues
INDUSTRY SIZE
o Rapid pace of change :
- Employees have to adjust and adapt their skill sets
(Jarvis et al, 2006)
o Growth of the coaching industry & rapid increase in using coaching
(CIPD surveys)
o Coaching in leadership development increased from 43% to 53%
(Sherpa Coaching Survey, 2010)
SKILL/ WILL
MATRIX Hersey and Blanchard, 1977
Helps to identify the style of
leadership is required by the
staff
Guide: High will of staff to learn
Low skill at the moment
KOLB’S LEARNING
THEORY
Four steps of learning
Helps individual realise what
they want to improve about
themselves
Encourages analysis,
reflection and provokes
thought
Sets a plan of how to make
Kolb, 1984 future results better
COACHING PROCESS
PHASE I
PHASE II
ESTABLISHING THE
ACTION PLANNING
COACHING PARTNERSHIP
RAPPORT TRUST
COLLABORATION
PHASE IV
PHASE III
EVALUATION AND FOLLOW-
THE COACHING CYCLE
UP
Zeus & Skiffington (2007)
Phase 1:
Establishing the coaching partnership
Meeting with management
– Coaching needs analysis, the coach-client protocol
Proposal of services
Coaching Contract
First contact with coachee
First coaching session
– The coaching agreement
Second coaching session
– Assessment
Report to management
Phase 2:
Action Planning
Establishing values, visions and
specific goals
Developing action strategies
The Coaching Cycle
BENEFITS What can a coach do for you?
1) PERSONAL WELFARE
o Be prepared to face a change/choice/challenge
o Solve relationship difficulties
o Fight a mental block
o Realise a dream
2) PROFESSIONAL PERFORMANCE
o Optimise Resources
o Manage a conflict
o Gain a specific skill
TYPES OF COACHING
Resolution Coaching Support Coaching Transitional Coaching
Relational coaching Employment Coaching Decision/arbitration
Coaching
Project Coaching Objectives/ Functional Coaching
Performance Coaching
Personal and
professional
Career Coaching Conflict Coaching Development
Coaching
• A list of action steps which the client is
committed to and help move the client
What next?
towards their Goal
• A list of Options which should get the
client around all of the Obstacles
Options
• A clear statement of what is happening
at the moment in the terms of the Goal
Reality
• SMART goal
Goal
(Whitmore, 1997)
The GROW model
The GROW model
Example:
Goal- “To give a sound presentation on HRD in two
weeks time”
Reality- “Lack of knowledge in the area”
Obstacles/Options- “Read about HRD”
What is to be done next?- “Go to the library, speak to a
teacher for advice”
ACTIVITY
In pairs, use the GROW model to coach one another
The client thinks of a problem area
The coach help the client to go through the
“Coaching process” by asking open ended questions
The coach can NOT give a direct solution
3 minutes for the activity
• A list of action steps which the client is
committed to and help move the client
What next?
towards their Goal
• A list of Options which should get the
client around all of the Obstacles
Options
• A clear statement of what is happening
at the moment in the terms of the Goal
Reality
• SMART goal
Goal
(Whitmore, 1997)
The GROW model
CHALLENGES
1) LACK OF REGULATION:
o A heterogeneous sector
o No central authority
o No certifications
o No clear boundaries
2) DIFFICULT PERFORMANCE
MEASUREMENT:
Evaluation is often ignored because of the
costs and time required.
o How easy is to calculate the Return on Investment of a
coaching session ?
- Kirkpatrick model or RoE
- When the result must be measured?
- Who can access to the results ?
3) CUSTOMERS’ HEALTH & SECURITY :
o Risks of Manipulation
o Risks of Dependent relationship
o Confidentiality issues: No deontology
o Psychological damage: coaches are not
psychologists
SUMMARY Personal Welfare or
Professional Performance
For everyone
Not a mentor
Growing market Coaching
GROW Model
Process
Feedback & Evaluation
THANK YOU
FOR LISTENING!
Cosmo
Coaches
References
Youtube. Schmidt Everyone needs a coach Video Fortune. Available at:
[Link] Accessed 14.03.11
Renton.J (2009). Coaching & Monitoring. what they are and how to make the most of them (the
economist)
McMahon, Palmer, Wilding (2006). Achieving an excellence in your Coaching Business
Jarvis J., Lane DA, Fillery-travis A (2007). The case for Coaching
Gold J., Holden R, Iles, Stewart J & Beardwell J (2010). Human resources development, theory and
practice.
Parsloe E., Leedham M. (2009) Coaching and Mentoring-Practical Conversations to Improve Learning, 2nd
edition, London: Kogan Page
Thorpe S., Clifford J. (2003) The Coaching Handbook-An Action Kit for Trainers and Managers, London:
Kogan Page
Whitmore J. (1996) Coaching for Performance- Growing Human Potential and Purpose, 2nd edition,
London: Nicholas Brealey Publishing
Zeus & Skiffington. (2007) The Coaching at Work Toolkit, McGraw-Hill
