The place where most informal coaching happens is inside the work team. Rather than focus on training line managers as coaches, companies can achieve more by ensuring everyone has the skills of coaching and being coached.
About David Clutterbuck
One of the original pioneers of formal coaching and mentoring, co-founder of the European Mentoring & Coaching Council, visiting professor at three universities and author of over 70 books, David is at the forefront of team coach training. His book, Coaching the Team at Work stimulated the global movement for evidence-based team coaching nearly a decade ago. He is currently the lead editor of the team producing the first Practitioner’s Handbook of Team Coaching.
David demonstrates a high level of cultural sensitivity, which enables him to work in a wide range of cultures and contexts. The three key areas on which David is a leading international expert, are mentoring & coaching, team coaching, and systemic talent management.
© David Clutterbuck 2013
Why teams are at the core of creating a
"A coaching culture is
one where the beliefs,
values and mindsets
behavior are deeply
rooted in the
Clutterbuck, Megginson, Bajer
…and one more…
“ 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
create increased individual, team and organisational
performance and shared value for all stakeholders.”
Peter Hawkins (2012)
Three aspects of coaching
Do we want a C&M culture?
• What kind of culture does a company in our business need to
have to survive and thrive in the next 10 years?
• How different do we want our business to be from its current
and potential competitors?
• What should be the source of that differentiation? Do we
believe we can maintain long-term competitive advantage
through the exceptional performance of our people?
• How much change in culture are we capable of undertaking?
(Have we got the resilience to follow this path, wherever it
Laying the foundations for
• Why should we develop or
strengthen a coaching culture
in our organisation
• Do we have a robust business
• What will coaching culture will
look and feel like?
• What are the guiding ideas?
• What mind shifts need to
happen in our organisation for
coaching to take root?
• How do they translate into
observable behaviours and
• How will we get there?
• Who has to be involved?
• What tools resources do we
• How do we develop them?
• What are our priorities?
• How do we measure progress?
A coaching and mentoring strategy is an integrated and
planned approach to:
• Building organisational competence to coach and mentor
• Using external coaching and mentoring resources with high
• Achieving value for money from both internally and externally
resourced coaching and mentoring
• Aligning coaching and mentoring to the corporate strategy
Components of a coaching strategy
• Developing the skills of line managers to use coaching behaviours and
hold developmental conversations
• Creating a coaching culture within the work team
• Educating employees in how to be coached and mentored; and to take
charge of their own careers and self-development
• Quality and VFM in using external coaches
• Creating an internal cadre of experienced, semi-professional coaches
• Supervision for coaches
• Team coaching by a trained team coach
• Linking the coaching mindset to business objectives
• IT and other supporting resources
• Targeting coaching and mentoring programmes --- for example, nurturing
talent and achieving greater diversity
• Integrating coaching and mentoring
• Top management sponsors and role models
• Coaching and mentoring management
What hinders line manager
Managers lacking confidence to effectively apply coaching
Team members not aware of what is going on
The sense that both parties may have hidden agendas
Conflict of interests
“I don’t have time to coach!” - conflict between pressure to
deliver short term task objectives and the longer term
development needs of team members
Inequality in who gets coaching
Like a dance, effective coaching requires
the active, informed cooperation of at least
two people. Training a line manager as a coach
and expecting the team to pick it up as they
go is like a tango, where only one of the
partners knows the steps!
Elements of a systemic approach to
coaching within the team
• Everyone learns at least the basics of coaching
• Everyone learns how to be coached
• Learning about coaching takes place over time, with
opportunities to experiment and practise
• There is a positive psychological contract
• Everyone may be coached by anyone
(including the leader/manager)
• There is ample time for reflection together
Things to keep in mind…
If you are going to change the system, you have to
change the whole system!
Acquiring the coaching mindset takes time
The line manager and the team need to have clear
expectations of each other
The change process needs to be supported
Learning needs to be related to current issues for the
Helping line managers have developmental
• The team development plan
• Burying the traditional appraisal process
• Recognising the trigger points for quitting
• Turning a team into a talent factory
Creating a talent factory
Hiring people who will outgrow their job role and who are
attracted by the prospect of being stretched
Giving them both constant challenge, new experience and
important responsibilities, along with the support to ensure
they are able to cope
Expecting and valuing the lessons from mistakes.
(Facebook’s values include Fail harder)
Having honest conversations about when and how they will
move on to greater things
Coaching individuals vs coaching
Reaching decisions/decision quality
The team coaching process
Scoping and contracting
Process skills development
The team coaching
1. Contracting: what responsibilities do we have to each other?
2. Overarching goal
3. Define the issue. Why is it important now?
4. Context: Understand the system(s)
6. Seeking individual and collective mindshift
7. Alternative ways forward
8. Decisions – including deciding not to decide
Key steps to make effective use
of external coaches
How do you know how the
coaches you use compare to
“world class” coaches?
The key elements of a coach assessment
• Robust application process to identify suitable candidates
• Helping selected coaches prepare
• Psychological interview, to identify relevant personality and or
other dysfunctions, which may cause concern
• Panel interview, to assess knowledge, CPD, ethicality, use of
supervision, “organisational fit” and other aspects of practice
• “Real play” using executive volunteers
• Reflections by coachee
• Reflections by coach
• Feedback to coach
Where coaches most often fail to perform
• Use of supervision
• Managing boundaries
• Relevance and depth of CPD
• Commercial awareness – linking issues with the business context
• Defining their personal philosophy of coaching
• Over-dependence on simplistic models (e.g. GROW)
• Too narrow a portfolio of coaching approaches
Evolution of coach competence
Style Critical questions
Models-based Control How do I take them where I think they need to go? How do I
adapt my technique or model to this circumstance?
Process-based Contain How do I give enough control to the client and still retain a
purposeful conversation? What’s the best way to apply my
process in this instance?
Facilitate What can I do to help the client do this for themselves? How
do I contextualise the client’s issue within the perspective of
my philosophy or discipline?
Enable Are we both relaxed enough to allow the issue and the solution
to emerge in whatever way they will? Do I need to apply any
techniques or processes at all? If I do, what does the client
context tell me about how to select from the wide choice
available to me?
Integrating supervision of external
and internal coaching resources
• Different perspectives and skills
• Combined supervision groups
• Internal/external mentoring pairs
Thank you for listening
David Clutterbuck Partnership
Woodlands, Tollgate, Maidenhead, Berks, UK, SL6 4L J
Mobile: +44 (0)7747 012334
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E-mail: [email protected]