DCS Assessment: Relationship With A Client
CLDP-DCS Assessment (Part 1)
One of the key features of coaching is the relationship with a client. A coach and a coachee form an alliance, a team. Coaching is not a boxed product like workshop or training. It is an individually targeted (goal-oriented for specific person) collaboration.
Although the process is created by two parties, it is concentrated around the coachee working on own development and goals. Coach’s success is defined by client’s success and results achieved.
We assume that everything we need to achieve goals (strength, answers, potential) is in a coachee himself and it is undesirable to lead him somewhere giving advice or identifying his goal instead of him, though it’s typical for directive style. In non-directive style …show more content…
it’s important to create safe environment for a coachee to reveal his potential, help him set goals, agree on the plan and support him.
Of course, a coach should be well-prepared: be able to apply different tools, use different techniques, have necessary skills (active listening, feedback principles, effective questioning, etc).
Different models could be very helpful in structuring coaching sessions:
Model T.
It includes 2 ways: expanding and focusing. When communicating with a client, we first extend the vision and then focus attention on specific important details. It 's like observing a valley from a mountain peak: first, you see great space ahead of you; and then look through a spyglass to identify details that you can use to implement your plan.
In a dialogue between a coach and a client it may be reflected in the form of the questions expanding and focusing attention. For example: What other opportunities do you have? And apart from those? Anything else? ... (Expanding)
Which option of all the above would be preferable for you? (Focusing)
Model "ГСПП". Russian abbreviation that stands for:
Готов (Ready) – is our client ready to move toward the goal and make commitment?
Согласен (Agreed) – does coachee have motivation, positive attitude; understand what he wants (SMART) and why; whether he feels that he wants it?
Способен (Able) – does he have expertise required to achieve his goal; ability to learn independently, seek new solutions when old ones are not working?
Подходит (Suits) - it is possible that even when a person is ready and able to achieve a specific goal, the result does not justify the means. Or the outcome affects other important areas of person’s life negatively so it’s best not to change anything. For example, you can get promotion, but that will make a disastrous impact on your family life, so it might be better to retain the status quo.
GROW (invented by Graham Alexander and popularized by John Whitmore in 1996) seems to be the most used model: the consistent support of the client using the right questions to go through the Goal, Reality, Options (and Obstacles) and Will (Way forward + Review) areas.
POINT Model (Timothy Gallwey), which says that our potential is only limited by our fears and obstacles (internal and external). In other words, Performance = Potential - Interference
Regardless of the model, the work of a coach covers the following steps:
• Preparation
• Establishing rapport with the client
• Working on client’s task, determining the outcome of the meeting.
• Setting targets for a coaching session and refining it
• Working hard to achieve goals using coaching tools and techniques.
• Drafting an action plan.
• Finalizing: client ‘s feedback and coach’s feedback.
BENEFITS FROM COACHING
Individual
Organisation
Dedicated time to focus on own performance and needs
Improved staff competence
Develop ability to set the goals
Alignment with organisational goals
Reduced frustration and stress, increased motivation and involvement in decision making
Establishing feedback, development and learning culture
Awareness of own contribution to the organization
Measurable results (if linked to learning process)
Improved relationship with line-manager
Individual’s and Organisation’s objectives could be met if a coach shows a coachee connection between own and organization’s needs and inspires him to set aligned objectives that will benefit both the company and the coachee.
The difference between coaching and other methods of development is easier to understand using the example of a person who wants to learn to roller-skate:
• The analyst will find out what the client’s feelings were when he fell while roller-skating as a child (immerses the client in the past experience to find out the cause of problems)
• The trainer will show and teach how to stand, brake and fall
• The consultant will tell the client about roller-skates and manufacturers, equipment, key events and locations for practicing
• The coach will be on the skates next to his client asking: Where do you want to get and how? (Coach does not offer ready-made solutions but asks what his client wants, stands next to him and supports him all the way towards the goal)
More clearly, it is represented in the table:
Role
Goal
Approach …show more content…
Result
Psychologist
Psychological help or insight
Understand background, increase self-awareness & behaviour change
Insight into background, change in dysfunctional behaviour patterns
Trainer
Gain specific skills
Provide targeted learning experience
Classroom learning or e-format
Consultant
Get career direction
Serves as an adviser and guide
Enhanced career performance and growth
Coach
Unlock individual’s potential Doesn 't work with the past; asks powerful questions to tap individual’s potential & directed action to serve individual’s self-identified agenda
Predictable sustainable results; achieving full potential
Establishing coaching culture in an organization depends on many factors: presence of clear strategy and a good climate for professional development, budget available , understanding the areas where a coach will work and the type of coaching required (performance, executive, career or life).
Depending on these and other factors it is possible to select the best way to develop coaching culture:
1. An independent specialist, external coach, working on a regular basis; can be positioned to employees as part of compensation package and development program.
2. Through line-managers who will be trained in methods and techniques and start to implement this culture in their teams.
3. From below, through trainings or as part of the L&D-intervention, ex: drafting an action plan to implement obtained knowledge and skills.
A coach does not have to be an external expert, but may come from within the organisation.
In-house coaching
Advantages
Disadvantages
Part of personnel development program; cost-effective in longer term
Expensive to train and certify
Coach is not a stranger, knows the business and company culture.
Issues of confidentiality and trust are possible.
Coach interested not just in making profit, but also in staff development and achieving company objectives.
Problems with the authority
The coach is always there
The coach is distracted by everyone, "not focused on me"
BIBLIOGRAPHY
1.
BEAVERS K., REA A. (2010) Learning and Development Practice. London: CIPD
2. BEE F., BEE R., (2003) Learning needs analysis and evaluation. 2nd ed. (reprinted 2009) London: CIPD
3. CLUTTERBUCK D., MEGGINSON D. (2005) Making coaching work: creating a coaching culture. London: CIPD
4. Downey M. (2003) Effective Coaching: Lessons from the Coach 's Coach (3th Edition) Cengage Learning
5. Gilbert A., Whittleworth K. (2011) The OSCAR Coaching Model - Simplifying Workplace Coaching [Kindle Edition] Available at: http://clck.ru/8pmh5 [Accessed 02 September 2013]
6. HARRISON R. (2009) Learning and Development. 5th edition. London: CIPD
7. Whitmore J. (2009) Coaching for Performance: GROWing Human Potential and Purpose: The Principles and Practice of Coaching and Leadership... (4th Edition) Nicholas Brealey Publishing
8. Whitworth L., Kimsey-House H., Sandahl P. (2011) Co-Active Coaching, 3rd Edition: Changing Business, Transforming Lives. Nicholas Brealey Publishing
9. CIPD. [2011] The coaching climate. Survey report. Available at: http://www.cipd.co.uk/binaries/Coaching%20climate%202011.pdf [Accessed 30 August 2013]
10. Materials of CLDP Course (Unit 3DCS, CIPD
Enterprise)
One of the key features of coaching is the relationship with a client. A coach and a coachee form an alliance, a team. Coaching is not a boxed product like workshop or training. It is an individually targeted (goal-oriented for specific person) collaboration.
Although the process is created by two parties, it is concentrated around the coachee working on own development and goals. Coach’s success is defined by client’s success and results achieved.
We assume that everything we need to achieve goals (strength, answers, potential) is in a coachee himself and it is undesirable to lead him somewhere giving advice or identifying his goal instead of him, though it’s typical for directive style. In non-directive style …show more content…
it’s important to create safe environment for a coachee to reveal his potential, help him set goals, agree on the plan and support him.
Of course, a coach should be well-prepared: be able to apply different tools, use different techniques, have necessary skills (active listening, feedback principles, effective questioning, etc).
Different models could be very helpful in structuring coaching sessions:
Model T.
It includes 2 ways: expanding and focusing. When communicating with a client, we first extend the vision and then focus attention on specific important details. It 's like observing a valley from a mountain peak: first, you see great space ahead of you; and then look through a spyglass to identify details that you can use to implement your plan.
In a dialogue between a coach and a client it may be reflected in the form of the questions expanding and focusing attention. For example: What other opportunities do you have? And apart from those? Anything else? ... (Expanding)
Which option of all the above would be preferable for you? (Focusing)
Model "ГСПП". Russian abbreviation that stands for:
Готов (Ready) – is our client ready to move toward the goal and make commitment?
Согласен (Agreed) – does coachee have motivation, positive attitude; understand what he wants (SMART) and why; whether he feels that he wants it?
Способен (Able) – does he have expertise required to achieve his goal; ability to learn independently, seek new solutions when old ones are not working?
Подходит (Suits) - it is possible that even when a person is ready and able to achieve a specific goal, the result does not justify the means. Or the outcome affects other important areas of person’s life negatively so it’s best not to change anything. For example, you can get promotion, but that will make a disastrous impact on your family life, so it might be better to retain the status quo.
GROW (invented by Graham Alexander and popularized by John Whitmore in 1996) seems to be the most used model: the consistent support of the client using the right questions to go through the Goal, Reality, Options (and Obstacles) and Will (Way forward + Review) areas.
POINT Model (Timothy Gallwey), which says that our potential is only limited by our fears and obstacles (internal and external). In other words, Performance = Potential - Interference
Regardless of the model, the work of a coach covers the following steps:
• Preparation
• Establishing rapport with the client
• Working on client’s task, determining the outcome of the meeting.
• Setting targets for a coaching session and refining it
• Working hard to achieve goals using coaching tools and techniques.
• Drafting an action plan.
• Finalizing: client ‘s feedback and coach’s feedback.
BENEFITS FROM COACHING
Individual
Organisation
Dedicated time to focus on own performance and needs
Improved staff competence
Develop ability to set the goals
Alignment with organisational goals
Reduced frustration and stress, increased motivation and involvement in decision making
Establishing feedback, development and learning culture
Awareness of own contribution to the organization
Measurable results (if linked to learning process)
Improved relationship with line-manager
Individual’s and Organisation’s objectives could be met if a coach shows a coachee connection between own and organization’s needs and inspires him to set aligned objectives that will benefit both the company and the coachee.
The difference between coaching and other methods of development is easier to understand using the example of a person who wants to learn to roller-skate:
• The analyst will find out what the client’s feelings were when he fell while roller-skating as a child (immerses the client in the past experience to find out the cause of problems)
• The trainer will show and teach how to stand, brake and fall
• The consultant will tell the client about roller-skates and manufacturers, equipment, key events and locations for practicing
• The coach will be on the skates next to his client asking: Where do you want to get and how? (Coach does not offer ready-made solutions but asks what his client wants, stands next to him and supports him all the way towards the goal)
More clearly, it is represented in the table:
Role
Goal
Approach …show more content…
Result
Psychologist
Psychological help or insight
Understand background, increase self-awareness & behaviour change
Insight into background, change in dysfunctional behaviour patterns
Trainer
Gain specific skills
Provide targeted learning experience
Classroom learning or e-format
Consultant
Get career direction
Serves as an adviser and guide
Enhanced career performance and growth
Coach
Unlock individual’s potential Doesn 't work with the past; asks powerful questions to tap individual’s potential & directed action to serve individual’s self-identified agenda
Predictable sustainable results; achieving full potential
Establishing coaching culture in an organization depends on many factors: presence of clear strategy and a good climate for professional development, budget available , understanding the areas where a coach will work and the type of coaching required (performance, executive, career or life).
Depending on these and other factors it is possible to select the best way to develop coaching culture:
1. An independent specialist, external coach, working on a regular basis; can be positioned to employees as part of compensation package and development program.
2. Through line-managers who will be trained in methods and techniques and start to implement this culture in their teams.
3. From below, through trainings or as part of the L&D-intervention, ex: drafting an action plan to implement obtained knowledge and skills.
A coach does not have to be an external expert, but may come from within the organisation.
In-house coaching
Advantages
Disadvantages
Part of personnel development program; cost-effective in longer term
Expensive to train and certify
Coach is not a stranger, knows the business and company culture.
Issues of confidentiality and trust are possible.
Coach interested not just in making profit, but also in staff development and achieving company objectives.
Problems with the authority
The coach is always there
The coach is distracted by everyone, "not focused on me"
BIBLIOGRAPHY
1.
BEAVERS K., REA A. (2010) Learning and Development Practice. London: CIPD
2. BEE F., BEE R., (2003) Learning needs analysis and evaluation. 2nd ed. (reprinted 2009) London: CIPD
3. CLUTTERBUCK D., MEGGINSON D. (2005) Making coaching work: creating a coaching culture. London: CIPD
4. Downey M. (2003) Effective Coaching: Lessons from the Coach 's Coach (3th Edition) Cengage Learning
5. Gilbert A., Whittleworth K. (2011) The OSCAR Coaching Model - Simplifying Workplace Coaching [Kindle Edition] Available at: http://clck.ru/8pmh5 [Accessed 02 September 2013]
6. HARRISON R. (2009) Learning and Development. 5th edition. London: CIPD
7. Whitmore J. (2009) Coaching for Performance: GROWing Human Potential and Purpose: The Principles and Practice of Coaching and Leadership... (4th Edition) Nicholas Brealey Publishing
8. Whitworth L., Kimsey-House H., Sandahl P. (2011) Co-Active Coaching, 3rd Edition: Changing Business, Transforming Lives. Nicholas Brealey Publishing
9. CIPD. [2011] The coaching climate. Survey report. Available at: http://www.cipd.co.uk/binaries/Coaching%20climate%202011.pdf [Accessed 30 August 2013]
10. Materials of CLDP Course (Unit 3DCS, CIPD
Enterprise)