Coaching at Nandos
Coaching at Nandos
Author: Melanie Salle - 2010
Content page
Executive summary p.3
1.1 Introduction
p.3
1.2 Literature review
p.3
2
Method
p.5
3
Results/ Findings
p.5
4
Discussion/ Analysis
p.6
5
Evaluation
p.7
6
Conclusion
p.7
7
Recommendations
p.7
References
p.8
Appendix 1
p.9
2
Executive summary This report aimed to examine how the chain of restaurants ‘Nandos’ successfully implemented coaching in its organisation. Indeed, it appeared that the method Nandos used to implement coaching in its business was quite similar to what the literature suggested. The company succeeded to follow the steps that allow coaching to be efficient in a company: to identify the problems the business had, to understand the importance of coaching in order to raise these problems and to adapt the training according to the environment and the needs of the organisation. However, Nandos still has to implement some measures to make the coaching go as far as possible in its business: do not rely only on the GROW model as a theoretical model and implement a more rigorous method to measure the training effectiveness. 1. Introduction According to Linda Edwards (2003), coaching is “the latest buzzword in the world of personal growth and development”. Coaching designates: “a conversation, a dialogue whereby a coach and a coachee interact in a dynamic exchange to achieve goals, enhance performance and move the coachee forward to greater success.” (Zeus and Skiffington, 2001) Nandos won the award for management coaching in 2005. Nandos is a chain of restaurants specialised in dishes based on Portuguese peri-peri chicken (national training awards, 2005). The company was founded in South Africa in 1987 and arrived in the UK in 1992. In 2001 there were 40 restaurants in UK, mainly around London. In 2005, thanks to its expansion based on a coaching programme for managers, there were 122 restaurants in all UK
Author: Melanie Salle - 2010
Content page
Executive summary p.3
1.1 Introduction
p.3
1.2 Literature review
p.3
2
Method
p.5
3
Results/ Findings
p.5
4
Discussion/ Analysis
p.6
5
Evaluation
p.7
6
Conclusion
p.7
7
Recommendations
p.7
References
p.8
Appendix 1
p.9
2
Executive summary This report aimed to examine how the chain of restaurants ‘Nandos’ successfully implemented coaching in its organisation. Indeed, it appeared that the method Nandos used to implement coaching in its business was quite similar to what the literature suggested. The company succeeded to follow the steps that allow coaching to be efficient in a company: to identify the problems the business had, to understand the importance of coaching in order to raise these problems and to adapt the training according to the environment and the needs of the organisation. However, Nandos still has to implement some measures to make the coaching go as far as possible in its business: do not rely only on the GROW model as a theoretical model and implement a more rigorous method to measure the training effectiveness. 1. Introduction According to Linda Edwards (2003), coaching is “the latest buzzword in the world of personal growth and development”. Coaching designates: “a conversation, a dialogue whereby a coach and a coachee interact in a dynamic exchange to achieve goals, enhance performance and move the coachee forward to greater success.” (Zeus and Skiffington, 2001) Nandos won the award for management coaching in 2005. Nandos is a chain of restaurants specialised in dishes based on Portuguese peri-peri chicken (national training awards, 2005). The company was founded in South Africa in 1987 and arrived in the UK in 1992. In 2001 there were 40 restaurants in UK, mainly around London. In 2005, thanks to its expansion based on a coaching programme for managers, there were 122 restaurants in all UK
References: Blyth, A. (2006), Nando’s spices up its leadership style, Personnel today, October 2006, [Online] Available from: [Accessed 12 March 2010] Edwards, L. (2003), Coaching- the latest buzzword or a truly effective management tool? Industrial and commercial training, 35 (7), 298-300, [Online] Available from: [Accessed 14 March 2010] Goldbert, A. (2005), Resistance to coaching, Organisation development journal, 23 (1), 10-16, [Online] Available from: [Accessed 16 March 2010] Harrison, R (2005), Learning and development (4th edition) CIPD McDermot, M. (2007), What coaching can and cannot do for your organisation, Human resource planning, 30 (2), 30-37. [Online] Available from: [Accessed 14 March 2010] National training awards (2005), Nando’s restaurants: turning managers into coaches, [Online] Available from: [Accessed 12 March 2010] Oberstein, S. (2010), Capitalizing on coaching challenges, American society for training and development, February 2010, 64 (2), 54-57 [Online] Available from: [Accessed 15 March 2010] Passmore, J. (2005), The heart of coaching: developing a coaching model for the manager, The coaching psychologist, November 2005, 2 (2), 6-9. Pollit, D. (2006). Nando’s tastes success through training. Human resource management international digest. 14 (2), 19-21. [Online] Available from: Emerald Management Extra [Accessed 12 March 2010] Porter, C. Bingham, C. Simmonds, D. (2008), Exploring human resource management, McGraw Hill, London Redshaw, B. (2000), Do we really understand coaching? How can we make it work better? Industrial and commercial training, 32 (3), 106-108, [Online] Available from: [Accessed 13 March 2010] Steward, R. Clegg, C. Kornberger, M. Stilin, R. (2005), Business coaching: challenges for an emerging industry, Industrial and commercial training, 37 (5), 323, [Online] Available from: [Accessed 14 March 2010] Zeus and Skiffington (2001), The coaching at work toolkit: A complete guide to techniques and practices, McGraw-Hill Professional 8 Appendix 1 National Training Awards Winner 2005 How the training was delivered and evolved The Introduction to Coaching Programme consisted of two workshops which were run by an internal facilitator. The sequence was in two parts, First, the learners were exposed to the theory and models and experimented by means of role play. The next stage was to practice what they have learned back in their restaurants and then share their experiences and conclusions with the group. Before starting out on the programme they are expected to have read the wellknown management text, ‘Leadership and the One Minute Manager’. The first day then focuses on the lessons to be learned from the book. Role plays are used to illustrate different leadership styles in terms of directing, coaching, supporting and delegating. Following the first day’s learning, the patraos must arrange two coaching sessions with their staff back in the restaurant. During Day Two the managers have the opportunity to reflect about their coaching session. They are also introduced to John Whitmore’s GROW model (based on Goal, Reality, Options and Will) and design an action plan involving their Managing Directors, management team and their staff. Development Over time the Introduction to Coaching programme has evolved with the introduction of two other programmes. One year after attending the ‘Introduction’ managers have the opportunity of taking part in a ‘Developnig Coaching Skills’ programme run in conjunction with external facilitators. Here the focus is specifically on the GROW model. A key feature within this approach is the use of video recording of a coaching session which is then fed back to participants for analysis. Additionally, a more advanced course in ‘Transpersonal Coaching’ was introduced, run by John Whitmore, the author of the GROW model. These courses are quite extensive and consist of four day residential programmes for Senior Directors, ‘MDs’ and members of the Central Support team. There is also a series of two-day residential programmes for all ‘patraos’. National training awards (2005), Nando’s restaurants: turning managers into coaches, [Online] Available from: [Accessed 12 March 2010] 9