Why teams are at the core of creating a coaching culture by David Clutterbuck

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.

Transcript

1. © David Clutterbuck 2013
   Why teams are at the core of creating a
   coaching culture
   

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2. "A coaching culture is
   one where the beliefs,
   values and mindsets
   driving people's
   behavior are deeply
   rooted in the
   discipline of
   coaching."
   Clutterbuck, Megginson, Bajer
   (2015)
   

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3. …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)
   

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4. Three aspects of coaching
   culture
   Individual
   Team
   Organisation
   

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5. 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
   takes us?)
   

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6. Laying the foundations for
   coaching culture
   Purpose
   • Why should we develop or
   strengthen a coaching culture
   in our organisation
   • Do we have a robust business
   case?
   Vision
   • 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
   competencies?
   Strategy
   • How will we get there?
   • Who has to be involved?
   • What tools resources do we
   need?
   • How do we develop them?
   • What are our priorities?
   • How do we measure progress?
   

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7. A coaching and mentoring strategy is an integrated and
   planned approach to:
   • Building organisational competence to coach and mentor
   internally
   • Using external coaching and mentoring resources with high
   efficacy
   • Achieving value for money from both internally and externally
   resourced coaching and mentoring
   • Aligning coaching and mentoring to the corporate strategy
   

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8. 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
   • Measurement
   • Top management sponsors and role models
   • Coaching and mentoring management
   

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9. What hinders line manager
   coaching?
   — Managers lacking confidence to effectively apply coaching
   skills
   — 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
   — Groupthink
   — Inequality in who gets coaching
   

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10. 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!
    

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11. 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
    

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12. 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
    team
    

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13. Helping line managers have developmental
    conversations
    • The team development plan
    • Burying the traditional appraisal process
    • Recognising the trigger points for quitting
    • Turning a team into a talent factory
    

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14. 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
    

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15. Coaching individuals vs coaching
    teams
    — Confidentiality
    — Relationship scope
    — Reaching decisions/decision quality
    

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16. The team coaching process
    — Preparation
    — Scoping and contracting
    — Process skills development
    — Coaching conversations
    — Process review
    — Process transfer
    — Outcomes review
    

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17. The team coaching
    conversation
    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)
    5. Redefinition
    6. Seeking individual and collective mindshift
    7. Alternative ways forward
    8. Decisions – including deciding not to decide
    9. Re-contracting
    

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18. Key steps to make effective use
    of external coaches
    Determine the
    purpose of
    external
    coaching
    Create and
    maintain an
    appropriate pool
    of coaches
    Match coaches
    with coaching
    clients
    Three-way
    contracting
    Evaluate &
    measure results
    Harvest the
    learning
    

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19. How do you know how the
    executive
    coaches you use compare to
    “world class” coaches?
    

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20. The key elements of a coach assessment
    centre
    • 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
    

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21. 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
    

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22. Evolution of coach competence
    Coaching
    approach
    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?
    Philosophy-
    based
    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?
    Systemic
    eclectic
    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?
    

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23. Integrating supervision of external
    and internal coaching resources
    • Different perspectives and skills
    • Combined supervision groups
    • Internal/external mentoring pairs
    

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24. Thank you for listening
    David Clutterbuck
    David Clutterbuck Partnership
    Woodlands, Tollgate, Maidenhead, Berks, UK, SL6 4L J
    Mobile: +44 (0)7747 012334
    iPhone: +44 (0) 7710 170019
    Skype: david.clutterbuck1
    Twitter: Mentor2mentors
    Blogsite: davidclutterbuck.wordpress.com
    E-mail: david@davidclutterbuckpartnership.com
    Website: www.davidclutterbuckpartnership.com
    

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