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:

  • Client-consultant relationship is key: creating a trusting and productive partnership
  • Every client is an individual. We believe in a flexible, client-centred, in the moment approach to the coaching process that includes a variety of methods and models 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 linked to who they are as a person both at work and in their wider lives. All our coaches are skilled in working with people so that they can affect the broader aspects of their work and life
  • The benefits of coaching go beyond the individual. We encourage our clients to own and understand the coaching process, so they themselves can act as more effective coaches within their own organisations.

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.

Related Research