Half day open training event on coaching and mentoring for organisations contemplating either in-house or external options.

1. Go from good to great
by…EMPLOYING COACHING OR
MENTORING APPROACHES
London HR and Training
July 2016

2. Introduction
Page 2

3. Intro - London HR and Training
• London HR and Training is a specialist human
resources and training consultancy headed by Timothy
Holden
• 10 years in banking
• 20 years in training and human resources
• Business owner since 2007
• The core services provided by London HR and Training
are:
- Reducing costs and saving time through bespoke HR
initiatives and projects
- Training course design and delivery
- Services for job seekers
Page 3

4. Contents5-6 Definitions
7-8 Motivators for obtaining coaching
9-10 Aims of coaching as stated by employers
11-12 Situations where coaching is a suitable development tool
13-14 Choosing a coach
15-16 Areas to include in a coaching agreement
17-19 Becoming a better coach
20-21 Coaching strategies for managers
22-23 Process for coaching through questions
24-25 Coaching techniques that inspire people to improve
26-27 Routes to building a coaching culture
28-29 Pitfalls to avoid with coaching
30-31 Apps for coaching and mentoring
32-33 Levels of dialogue for mentoring
34-35 Characteristics to look for when seeking a mentor
36-38 Guidelines for high impact mentoring
39-40 Benefits of ongoing groups for mentoring
41-42 Strategies for mentoring program managers
43-44 A broadening of the purpose of mentoring
45-46 Building blocks of mentoring in 2016
47-48 Exercise
49-50 To sum up…

5. Definitions
Page 5

6. Definitions
• Coaching
• Mentoring
Page 6

7. Motivators for obtaining
coaching

8. Motivators for obtaining
coaching
• Self-confidence
• Work-life balance
• Career opportunities
Page 8

9. Aims of coaching as stated
by employers

10. Aims of coaching as stated by
employers
• Assist performance management
• Prepare and support people in
leadership roles
• Support learning and development
Page 10

11. Situations where coaching is
a suitable development tool

12. Situations where coaching is a
suitable development tool
• Helping competent technical experts
develop better interpersonal or
managerial skills
• Developing an individual’s potential and
providing career support
• Developing a more strategic perspective
after a promotion to a more senior role
• Handling conflict situations so that they
are resolved effectively
Page 12

13. Choosing a coach

14. Choosing a coach
• Find a certified or accredited coach
• Check references and experience
• Test-drive the coach
Page 14

15. Areas to include in a
coaching agreement

16. Areas to include in a coaching
agreement
• Confidentiality
• Duration
• Cost
• In person, online or by telephone
• External or internal
Page 16

17. Becoming a better coach

18. Becoming a better coach 1 of 2
• Listen
• Silence
• Unconditional positive regard
Page 18

19. Becoming a better coach 2 of 2
What can organisations do?
• Coaching managers to coach better
• The thinking partner-investing in
high and low performers
• Quality coaching rather than ‘just’
coaching
• Establish a coaching culture
Page 19

20. Coaching strategies for
managers

21. Coaching strategies for
managers
• Build a foundation of trust
• Clear communication
• Be a motivator and morale builder
• Listen
• Ask powerful questions
Page 21

22. Process for coaching through
questions

23. Process for coaching through
questions
• Issue (problem)
• Impact (present status)
• Ideal (future state)
• Intention (plan)
Page 23

24. Coaching techniques that
inspire people to improve

25. Coaching techniques that
inspire people to improve
• Coach the positive rather than
critique the negative
• Use lead-in statements
• Ask the other person what he or she
needs to learn
• Focus on the future
Page 25

26. Routes to building a
coaching culture

27. Routes to building a coaching
culture
• One-to-one coaching; discovery,
development and deepening
• Developing leaders as coaches
• Team coaching
Page 27

28. Pitfalls to avoid with
coaching

29. Pitfalls to avoid with coaching
• Failure to prioritize
• Desire to overuse
• Failure to position properly
Page 29

30. Apps for coaching and
mentoring

31. Apps for coaching and
mentoring
Points to bear in mind
• Be patient
• Be fun
• Be accessible
• Understand your audience
Page 31

32. Levels of dialogue for
mentoring

33. Levels of dialogue for
mentoring
• Idea/opinion level
• Behavioural observation level
• Feeling level
• Judgment/assumption level
Page 33

34. Characteristics to look for
when seeking a mentor

35. Characteristics to look for when
seeking a mentor
• Experience of both success and
failure
• Experience in the sector or industry
• Someone who is easy to get along
with
• Someone who it is possible to build a
long-term relationship with
• Someone who is honest and direct
Page 35

36. Guidelines for high impact
mentoring

37. Guidelines for high impact
mentoring 1 of 2
• Don’t start a mentoring program
unless you have got a strange hunger
for failure
• Separate life and death technical
knowledge that must be taught from
other life and death essentials that
are the real focus of mentoring
Page 37

38. Guidelines for high impact
mentoring 2 of 2
• Choose one or two people who bring
a lot to the business performance
table
• Inspired mentoring begins with a
different set of assumptions
• The secret behind inspired mentoring
is that mentors benefit as much as
protégés
Page 38

39. Benefits of ongoing groups
for mentoring

40. Benefits of ongoing groups for
mentoring
• Supervision from an external
mentoring expert
• Opportunity to sharpen their
mentoring skills
• Peer mentoring
• Reassurance in the role
• Being part of a trusted group
Page 40

41. Strategies for mentoring
program managers

42. Strategies for mentoring
program managers
• Be prepared
• Let your commitment show
• Make your own growth and
development a priority
• Challenge yourself
• Keep your antennae up
• Think leadership succession
• Don’t go it alonePage 42

43. A broadening of the purpose
of mentoring

44. A broadening of the purpose of
mentoring
• Increasing an organisation’s
intelligence
• Enhancing an organisation’s ability to
compete
• Accelerating employee development
Page 44

45. Building blocks of mentoring
in 2016

46. Building blocks of mentoring in
2016
• Open and egalitarian
• Diverse
• Broad and flexible
• Self-directed and personal
• Virtual and asynchronous
Page 46

47. Exercise

48. Exercise
Page 48

49. To sum up…

50. To sum up…
• Conclusion
• Summary
• Videos
• Useful links
Page 50