Using coaching to develop individuals or teams to improve performance.

We believe that a coaching leadership style is a fundamental element to ensuring that managers can develop capability and engagement with the people they are responsible for. Creating a climate where people want to work to their full potential, where people feel valued and recognised, where there is a clear purpose and goal where feedback is the normal order of the day and where people feel their concerns are handled with sensitivity and fairness is one of the biggest challenges managers and leaders face today. To achieve this, leaders have to see themselves as developers of talent, be supportive and challenging and, most of all, be able to establish collaborative relationships. Relationships are always co-created and it is, therefore, vital that leaders know themselves, their impact and their stress buttons where it comes to relationships.

Hear our recent webinar on coaching as an under-used leadership style

Any coach development is also rooted in personal development. Whilst tools, skills, techniques, questionnaires and other aids to coaching are useful, it is the coach themselves, how they are in the way they coach that makes the difference that makes the difference where coaching is concerened. Our coaching programmes pay attention to this and help coaches, leaders and managers who coach to grow and learn by helping others to grow and learn.

By its nature, coaching focuses on 1:1 relationships, however, coachees are part of a system and by working with change with our coachees we also work with change in organisations. In any event, we believe that if generic themes arising out of coaching conversations are brought into the mix for organisational development, coaching can assist organisational change and alignment.

Our coaches’ practice is grounded in solid self-development and awareness as well as a range of practical and sound theoretical approaches including behavioural and humanistic psychology, gestalt and systems thinking. Typically our coaches will operate at the non-directive end of the coaching spectrum adapting their approach according to the coachee’s requirements. Our coaches aim to empower and enable the coachee so they can become more skillful in making sense of their own working environments, and develop their capability to take responsibility for how they want to be at work and their success.

Roffey Park’s guiding principles for coaching are:

Coaching relationships are centred on contracting

Our experienced and highly skilled coaches pay particular attention to establishing an effective working relationship with the coachee, contracting to agree boundaries of confidentiality and to assist them to gain the most from the coaching programme.

Often coaching will include providing feedback, asking questions, balancing support and challenge and acting as a mirror of the relationship that the coachee holds as a leader with others.

Every client has a unique set of circumstances

We adopt a flexible, client-centred approach to the coaching process that takes into account individual client differences and preferences. This includes using a variety of methods and models to best suit the individual rather than a “one size fits all” approach.

Coaching works best from a whole person perspective

We believe that an individual’s effectiveness at work is inextricably linked to who they are as a person and how they are in life generally. Our coaches are skilled in working with both the presenting issue and underlying factors. This might involve challenging self-limiting beliefs and helping the individual recognize they have the capacity needed to adjust a response or tackle a sticky issue.

The benefits of coaching go beyond the individual

We encourage our coachees to own and understand the coaching process, so that they too can apply specific skills to their own context. This means that good coaching practice stretches beyond the client-coach relationship. We practice core generative

The power of questions

We help participants unlock answers to their questions that can support changes. Our application of methods such as PULSE and adaptive action can help coachees spot helpful and unhelpful patterns in their own thinking, reactions or behaviours to support change. Our thoughtful techniques offer possibilities that allow new ways of viewing their world and managing uncertainty. We support the development of broader leadership thinking that encompasses curiosity, creativity, visionary thinking, courage and managing uncertainty or ambiguity.

Practical outputs and outcomes are key

We will aim to ensure that the coaches obtain from each  online coaching  session  tangible outcomes or tasks that might include actions, exploration, reflection, writing a diary or learning log, noticing their own and others reactions, having courageous conversations etc. The outcomes will be driven by the coachee and supported by the coach.

Our Coaching Expertise

Our expertise within coaching covers several different areas including:

  • 1:1 coaching for individuals at all levels in the organisation. This can be beneficial in a number of situations ranging from when an individual is newly appointed to a role or project, facing major career decisions through to where there are specific performance improvement objectives that need to be achieved.  This can be done face-to-face or by telephone.
  • Embedding coaching capability/creating a coaching culture amongst leaders and managers across an organisation.
  • Coaching skills development for line managers, internal or external coaches

Examples of recent coaching client work include:

  1. Working with a leading distributor of pharmaceutical projects to develop a coaching style amongst their management and leadership population.
  2. Coaching senior managers who had been identified as successors for senior managers at the UK’s leading supplier of liquefied petroleum gas.
  3. Coaching with a large national charity to support the development of  their OD strategy.
  4. Developing coaching capability amongst line managers for a major European Bank.
  5. Developing coaching capability amongst senior managers in a manufacturing environment.

To discuss your coaching requirements in more detail, please contact us.

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