Implementing Organisational Coaching and Mentoring

Introduction

This is an "active piece of work": we'll update as things develop!

Coady Consultants has delivered a Coaching and Mentoring Skills Based Programme to Middle Managers with the following intended outcomes:

To up-skill Managers
To introduce a range of materials to support the processes
To rehearse and practice skills and approaches
To agree on developing a professional support group
To further develop and extend the skills gained within the context.
Is significantly different in its approach to existing structures:
1:1 Meetings
Key Performance Indicators
Appraisal
To work within the contexts of Ethical Behaviour and Human Dignity

The programme has combined the key elements of coaching and mentoring in order to produce an intervention and support strategy that is specific, flexible accessible and replicable. It enables participants to establish goals that are in kilter with organisational needs and requirements whilst retaining a high degree of personal ownership.

Participants have explored the ethical context of the intervention; have acquired an overview of the importance of clarity, rapport and feedback. An established coaching model (The GROW model) has been deployed within the context of the programme. Feedback was positive: participants established support networks (4 above) prior to leaving the event with the intention of engaging with each other on specific areas of work. Whereas it was felt important to allow a period of time for participants to engage with each other and to practice the approaches discussed during the Development Day, it is noted that participants felt that they would need a period of ongoing support as they implemented the processes and incorporated them into their practice.

Securing the Development

We are in a position to offer participants access to further support from the programme facilitator using the following model.
Our client purchases an initial allocation of on-going support from the facilitator. Participants are then able to contact Coady Consultants to “book” a specific telephone support, enabling both parties to:

Set aside a specific amount of time
Reduce the likelihood of interruptions
Be focussed on the issues for discussion

Telephone calls can be further underpinned by access to e-mail support from Coady Consultants on matters related either to emergent issues from the development day or those which are related to practice. It is envisaged that this would be delivered on a “purchased entitlement” basis.

Spreading Good Practice

The initial cohort of 10 has been asked to engage with other Managers to model and deliver the Coach/Mentor processes. It is clear from individual and collective responses to the programme that the group will deploy the techniques used with their own teams.

Coaching led approaches within organisations can make a significant impact on morale, motivation and matching personal and organisational goals. Whereas the programme delivered combines specific elements of Coaching and Mentoring, it emphasises that a coaching relationship should be a consensual one. Furthermore, our development programme acknowledges that there will (hopefully infrequently) be occasions when the relationship between the Coach/Mentor and their “Client” is no longer sustainable and an alternative Coach/Mentor may be better suited to the process.

We would therefore seek to increase the number of the Company’s Workforce who have had access to the development in order to:

Increase the workforces’ awareness of coaching/mentoring processes
Increase the workforces’ capacity to deliver coaching/mentoring processes
Increase the workforces’ capacity to receive coaching/mentoring processes

We are therefore proposing that consideration is given to extending the Coach/Mentor delivery programme to a wider cohort of the Workforce over a phased and agreed period and that the Telephone/e-mail support strategy discussed earlier be incorporated as part of the process.