Category Archives: Coaching

Manager as Coach

Manager as Coach is an introduction to the OSCAR coaching model. This is an evolution of the simple GROW model that’s especially useful to coaching in a management context.

The model is broken out to consider the Outcome, Situation, Choices, Actions and Review. The focus on Actions and Review is the main difference for the model when compared to GROW, and this is what slants it towards a more management focused approach. GROW looks at the Coachee’s Will to commit to change, but the Coachee will not necessarily sign up to a firm agreement to make that change.

In OSCAR, Actions and Review build an agreement to both what will be done and how it’s going to be reviewed. This is familiar in style to SMART objective setting, hence the power of this model in a management coaching relationship.

As well as an introduction to the model, the book covers applying it to Coachees in various mindsets. It also walks through different types of relationship that can benefit from coaching, how you can show the value of coaching to an organisation and how you can build a coaching culture.

There are lots of examples spread throughout the book, with case studies and testimonies throughout every chapter. This really helps to bring to life some of the considerations raised in the main text.

The book may be a little bit long in some places, attempting to apply OSCAR to too many situations beyond the core coaching conversation. There’s certainly sections that are less valuable once you’ve picked up the core model, so don’t be afraid to pick and choose your reading after the first few chapters.

Other than that, it’s a worthwhile read for managers new to coaching approaches and is deserving a place on your coaching bookshelf.

 

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Are you ready for Coaching?

At its heart, the process of Coaching is about enabling change and empowering your growth.

Change can be difficult, and you might not be ready to really commit to it. Coaching is forward looking, and it needs you to be well set to drive that change. You’ll also tend to benefit from having some thoughts about how to shape that change before you start looking for Coaching.

Not everyone will benefit from Coaching, it depends very much on where they are in their lives. With the investment in time and effort required, reflecting on your current status will be extremely valuable before you seek out a Coach.

If  you are:

  1. Committed to change and positive growth
  2. Coming from a place of stability and are ready to challenge yourself
  3. Equipped with ideas for your goals

Then you may be excellently placed to seek out a Coach and benefit significantly from the relationship.

If you are thinking about Coaching, then I’m always available to help you work through your options, just get in touch!

Intro to CBT Approaches

I had a really great continuing professional development session last week with the British School of Coaching, spending a morning discussing CBT, getting a basic understanding of Cognitive Behavioural Therapy, what it means and how you can consider it during a coaching session.

We talked about feelings, emotions, thoughts and actions, considering how they all might be linked together and talked about productively. There was a brilliant range of attendees, from those just starting on their coaching journey to some who had long term experience in CBT.

The sessions went into enough depth to give an interested practitioner enough information to understand how to go and learn more, whether that was the full CBT or some of the tools and approaches that can help you connect better to emotion in a coaching session.

Continuing professional development is a key part of your growth of a coach, and these types of focused taster sessions are a brilliant springboard to understanding future learning options.

 

Crucial Conversations

Vital Smarts’ Crucial Conversations is a classic book on the subject of communication. Its core message is that some conversations are far more important than others, that they may suddenly occur without warning and that if you aren’t prepared for this, it’ll often go badly.

It’s set out much as you may expect, opening up with the basic premise, running through how to recognise what a Crucial Conversation is and when you might be about to enter one. It runs through techniques to succeed, methods to deal with complex situations and finally works through how to secure actions and commitments at the end of a conversation.

The newer edition also covers a series of particularly difficult cases or types of behaviour, dealing with a large number of the possible objections along the lines of “Great ideas, but my specific case doesn’t fit because …”.

Altogether, it’s well written and simple to follow. If you’ve read a lot in this area, then you’ll find the ideas and approaches familiar, but that’s probably because newer books build on them or take them as a starting point.

If all you take away from the book is that some conversations are vital, and that if you can be aware of that then you’ll improve your overall communication and effectiveness. If you can go to the next level, and seek to improve how you build dialogue during those conversations, then you’ll really be taking the value from this writing.


I’m available for coaching opportunities in Central London. Leadership development, especially in a technical organisation or with anyone leading a digital or agile transformation. Connect on LinkedIn to kick-off a discussion.

 

The Coaching Manual

Julie Starr’s book on the required reading list for anyone exploring the Coaching method. It has reached its fourth edition, first released in 2002, it has been revised and updated regularly, and is an excellent guide to the practice and processes of Coaching.

Spread over several chapters, it covers what coaching is, and shows some differences between effective and ineffective methods. It covers the skills of coaching and the barriers you might encounter. Finally, it works through how a coaching session can be put together, and then how to put together a wider coaching engagement spanning multiple sessions.

It’s a very practical guide, well written and split into easily consumable sections. It’s simple to dip in and out for details of ares that are of interest in the moment, but it’s certainly worth reading all the way through.

There are numerous sidebars that encourage you to reflect on what you’ve read, to consider your own practice or to complete a relevant exercise. It’s easy to skip them on a quick read through, but worth returning to those that cover the places you most wish to improve upon, as they will really cement your learning.

There are also hints and tips, practical examples and short summaries scattered throughout the book, all of which can provide useful guidance. The appendix covers a toolkit of useful documents and considerations, and Julie provides a number of web based resources online, which are also extremely valuable.

Overall, this in an excellent reference book, and should be on the shelf of all practising coaches.

Effective Modern Coaching

Miles Downey’s book, Effective Modern Coaching, is the recent update to his 1999 Effective Coaching. It’s a short and punchy introduction to the art of business coaching.

It’s split into four main parts, a description of coaching practice, the models and skills you can apply in coaching, approaches to coaching in the workplace, and a final short section on coaching for genius.

Overall, it’s a good initial introduction to coaching, especially in a business context. It has a couple of really useful ideas, the first is a consideration of the coaching relationship. In this model, Downey refers to the ‘coach’ and the ‘player’. By moving away from the terminology of ‘coachee’, Downey brings the player fully into the relationship as an equal participant rather than a passive recipient. It’s a fundamental recognition of the core of successful coaching, that both sides must be fully invested in the process to ensure a great outcome.

The second is his recognition of the possibility of coaching unlocking the genius inherent in a person. It shows the understanding that all people have it within themselves to excel in an arena, and that one of the major strengths of coaching is that it can help them to recognise that, and to help them find the area to excel, and to discover the path to get there.

If you take nothing else from this book, then those two ideas alone are worth the cost of entry and a place in your coaching library.

Radical Candor

Radical Candor is Kim Scott’s approach to becoming a great leader by empowering your team.

It’s a simple exhortation, encourage people to greatness by Caring Personally and Challenging Directly. As with most simple things, it’s not necessarily easy to achieve.

The book is generally well structured, covering the philosophy first, breaking it down into what ‘Caring Personally’ and ‘Challenging Directly’ mean, and what happens when you miss on one or both of the axes (Ruinous Empathy, Manipulative Insincerity and Obnoxious Aggression).

It’s only a hundred or so pages for this first section, but that is pretty small print, so do beware when pacing your reading!

The second section is built around techniques, from how to elicit feedback and build that culture of sharing, to how to host and structure great meetings. It covers building trust, working in teams and how to inspire growth in all types of team members.

There will be sections that resonate more or less deeply with you, depending on what the culture of your organisation is, where your experience and preferences lie, and the current realm of influence you have available to you.

For me, some of the ideas about the purposes of meetings, how to structure them and where they fall on the Listen / Decide / Execute cycle were very useful, especially around being explicit when you are moving between the Debate and Decision phases.

Even if all you take from this book is that it’s important to think about what motivates your people, how you can help them grow and how you can make them happier and more engaged, then it will have been worth reading.

If you can open yourself up to understanding and valuing the difference in others, then that truly gives you a chance to be a great and motivational leader.