Business Coaching & Mentoring For Dummies E-Book

Marie Taylor

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch
• Veröffentlichungsjahr: 2017

Seitenzahl: 652

Beschreibung

Shape the leadership of tomorrow Business Coaching & Mentoring For Dummies provides business owners and managers with the insight they need to successfully develop the next generation of leaders. Packed with business-led strategies, key concepts, and effective techniques, this book equips you with the skills to transform both yourself and your team. Whether you're coaching colleagues, employees, or offering your skills as a service, these techniques will help you build a productive relationship that leads to business success. The companion website also features eight bonus videos that will further your mastery by showing you what great coaching looks like in action. Navigate tricky situations and emotional minefields with ease; develop vision, values, and a mission; create a long-term plan--everything you need is here, with expert guidance every step of the way. * Understand how mentoring benefits both sides of the relationship * Learn key coaching techniques that develop leadership potential * Adopt new tools that facilitate coaching and mentoring interactions The modern workplace is a mix of generations, personalities, strengths, weaknesses, and quirks; great leadership can pull it all together toward a common goal, but who leads the leaders? Mentors and coaches fill this essential role, and this book shows you how to be one of the best.

Leseprobe

Business Coaching & Mentoring For Dummies®, 2nd Edition

Published by: John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030-5774, www.wiley.com

Copyright © 2017 by John Wiley & Sons, Inc., Hoboken, New Jersey

Published simultaneously in Canada

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Library of Congress Control Number: 2017944455

ISBN 978-1-119-36392-7 (pbk); ISBN 978-1-119-36395-8 (ebk); ISBN 978-1-119-36393-4 (ebk)

Business Coaching & Mentoring For Dummies®

To view this book's Cheat Sheet, simply go to www.dummies.com and search for “Business Coaching & Mentoring For Dummies Cheat Sheet” in the Search box.

Table of Contents

Cover

Introduction

About This Book

Foolish Assumptions

Icons Used in This Book

Beyond the Book

Where to Go from Here

Part 1: Getting Started with Business Coaching and Mentoring

Chapter 1: Navigating the World of Coaching and Mentoring

Spotlighting the Business Benefits of Coaching and Mentoring

Defining Coaching and Mentoring

Distinguishing Business Coaching from Other Types of Coaching

Equipping Yourself to Help Other People in the Business Context

Being on the Other Side as Coachee or Mentee

Understanding Professional Requirements

Chapter 2: Making the Case for Coaching and Mentoring

Taking the Role of Educator

Valuing Third-Party Observation in Business

Identifying the Client’s Return on Investment

Stretching the Budget

Adding Value by Training Leaders in Coaching and Mentoring Skills

Chapter 3: Developing the Skills and Knowledge Base of a Coach and Mentor

The Differences between Coaching and Mentoring

Coaching and Mentoring Skills

Structuring a Client Session

Using Models in Coaching and Mentoring

Working in Particular Circumstances

Chapter 4: Assessing Clients’ Needs before Coaching

Creating Programs to Deliver Coaching and Mentoring in Organizations

Coaching Wannabe Business Owners and Startups

Helping the Family-Owned Business Survive and Thrive

Developing “Intrapreneurs” within Organizations

Working with the Socially Oriented Business

Part 2: Developing the Business Leader’s Mind-Set

Chapter 5: Managing the Inner World of Thoughts and Emotions

Understanding How Humans Think

Choosing the Most Appropriate State in the Moment

Changing Internal Self-Talk

Making Mind Pictures That Matter

Changing the Internal World by External Means

Chapter 6: Helping Leaders Recognize Why “I Did It My Way” Isn’t the Best Epitaph

Recognizing That Inflexibility Sometimes Leads to Extinction

Being Willing to Ask for Help When Out of Your Depth

Deploying the Right Thinking to the Right Problem

Developing Alternative Perspectives

Chapter 7: Coaching Clients through Their Blind Spots

Preframing the Coaching Conversation

Breaking Down Common Barriers

Dealing with Roles and Perceptions That Contribute to Blindness

Defusing Dramas That Impede Clear Vision

Shining a Light on Incongruency

Part 3: Coaching and Mentoring to Get a Business on the Right Track

Chapter 8: Telling a Compelling Story in Business

Understanding the Value of the Business Story

Helping the Client Create the Basic Story

Distinguishing Fact from Opinion

Giving Feedback on the Business Story

Chapter 9: Helping Clients to Assess Their Own Businesses Objectively

Testing the Foundations of the Business

Applying Strategic Thinking

Making the Complicated Simple

Determining Where the Best Mentoring Work Begins and Ends

Developing Trust and Honest Appraisal through Feedback

Learning from the Spectacular Success of Others

Mentoring inside a Small Organization

Chapter 10: Developing Vision, Mission, and Values

Aligning Who You Are with the Business You’re In

Revealing What’s Really Important

Helping a Business Create Operating Values

Designing an Inspiring Vision with the Logical Levels Model

Communicating the Vision

Examples of Mission and Vision Statements

Chapter 11: Transforming Visions into Workable Plans

Creating a Plan Fit for Purpose

Resourcing the Plan

Actioning and Reviewing the Plan

Chapter 12: Mentoring for Personal Success and Empowering Leadership

Being a Great Leadership Mentor

Challenging the Delusions of What It Means to Be Successful

Exploring the True Nature of Success

Dealing with the “I Should” Traps of Success

Identifying the Common Qualities of Great Leaders

Allowing Others to Lead While You Follow

Part 4: Creating a Successful Business Identity with the Support of a Coach

Chapter 13: Developing the Brand of You

Enter Personal Branding

Defining How Brands Work When They Work Well

Building a Brand on Purpose

Looking in the Mirror of Self-Critique

Presenting Yourself with Style and Substance

Recognizing When Incongruence Strikes

Valuing What You Have to Offer

Promoting Yourself with Shameless Humility

Lighting Up the Room When You Walk In, Not When You Walk Out

Leaving a Legacy Footprint

Chapter 14: Developing Relationships at All Levels

Establishing a Successful Relationship with Yourself

Establishing the Baseline

Working on Yourself

Maintaining Client Relationships

Managing Stakeholder and Sponsor Relationships

Building Synergistic Collaboration

Networking Is a Deposit in the Karmic Bank

Building Trust and Rebuilding Broken Trust

Having the Courage to Let Go

Chapter 15: Coaching to Help Business Engage, Inform, and Influence

Understanding the Importance of Effective Communication

Communicating Quicker than the Speed of Conscious Thought

Understanding Why People Say Yes

If You Have the Need to Influence, You Get to Do All the Work

Navigating the Political Landscape

Ethically Influencing and Persuading for Results

It Takes Two to Influence

If You Aren’t Getting the Desired Results, Change Your Communication

Part 5: The Part of Tens

Chapter 16: Ten Online Resources to Boost Coaching and Mentoring Effectiveness

Steve Crabb

Business Reading Lists

iTunes U

YouTube

Podcasts

Blogs

TED Talks

Twitter

Facebook

Videos Tied to This Book

Chapter 17: Ten Tips for Leaders Who Coach or Mentor People in Business

Develop Talent in Those You Lead

Sell More than Tell

Name the Elephant before Eating It

Get Good at Asking Questions

Speak in Specifics and Mind Your Language

Recognize the Value of Slowing Down or Shutting Up

Appreciate Differences to Be a Difference Maker

Create the Optimum Conditions to Coach at a Distance

Support Your People during Change

Educate Yourself about the Business

Chapter 18: Ten Tips for Business Leaders Hiring a Business Coach

Be Clear about Where You Want to End Up

Be Willing to Be Wrong

Seek Out a Different Point of View

Lay the Groundwork

Focus on Substance over Style

Find the Best Fit for Your Business

Get Stakeholder Participation

Avoid One-Size-Fits-All Coaching

Manage Your Expectations

Dot Your I’s and Cross Your T’s

Chapter 19: Ten Questions to Keep a Business on Track

What Would We Create If Anything Was Possible?

Why Are We Doing This?

What Would Richard Branson Do?

What’s a Better Way?

Are We Still the Right People to Be Doing This?

Are We Busy Being Busy?

What Can We Do to Optimize or Streamline?

Are We Going in the Right Direction?

What Do We Need to Stop Doing?

Are We All Still on the Same Page?

About the Authors

Advertisement Page

Connect with Dummies

End User License Agreement

Guide

Cover

Table of Contents

Begin Reading

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Introduction

There was a time when business owners who told colleagues they had a coach or mentor were asked, “Why do you need a coach? What’s wrong with you?” The thinking used to be that if you have a coach, you must have problems you can’t sort out for yourself. Meanwhile, in sports and the arts, it has long been common practice for world-class athletes to have performance and psychological coaches and for stars of stage and screen to have voice and acting coaches.

Fortunately, in the past 15 or 20 years, the coaching conversation in business has shifted. Savvy business leaders are reaping the benefits of having a professional coach or mentor by their side. It’s not uncommon for such leaders to ask each other, “Do you know a really great business coach or mentor?” as they would for any other professional, such as an accountant. Business coaching and mentoring is becoming widely regarded as an essential professional service.

One of the reasons for the growing demand for professional business coaching and mentoring is that today’s business landscape is changing quicker than ever. Who would have imagined 20 years ago the transformations brought about by technology, the emergence of the Chinese and Indian economies, and the global effects of the credit crunch, recession, and depression of the last decade? A lot has changed. Business coaching is all about change, dealing with change, and assisting clients to deliver and adapt to political, economic, social, and technological changes. Business coaching is about supporting business leaders to create businesses that flourish and thrive. A more exciting time to be in business and to be a business coach would be hard to find. The changes in thinking and in the ways business operates mean even more demand for great coaches. You can find opportunities to do great work everywhere.

About This Book

With a combined coaching experience of three decades between us, we (co-authors Marie and Steve) have seen the positive differences that great coaching can have in any business. In Business Coaching & Mentoring For Dummies, 2nd Edition, we share some of that experience and introduce you to approaches, tools, and techniques that enable you to be an amazing business coach or an amazing businessperson equipped to handle changing circumstances.

This book is about inspiring coaching excellence and about encouraging peak performance for the coach and business user alike.

If you’re a coach, read the chapters and use the techniques with yourself first so you not only have a hands-on approach to coaching clients but can do so congruently, knowing that you’ve practiced what you’re coaching. In addition, you get the benefits of making positive changes to your own coaching practice.

We include mentoring in the book’s title, so if you’re a mentor, this book is for you, too. Mentors use the coaching skillset and can apply many of the models described in this book. The difference is that mentors are often sharing specific knowledge and skills from their professional area of expertise. For more detail on the distinctions between coaching, mentoring, and other helping professionals, see Chapter 1.

If you’re a business owner or entrepreneur, or you’re reading this book because you want to self-coach or you’re simply curious to know more about coaching, read the chapters and practice the techniques as if you’re being coached.

To help you navigate this book and use it as an easy, accessible reference, keep in mind the following:

Sidebars (the gray boxes sprinkled throughout the book) add extra gems of information. They contribute to the chapter subject but aren’t essential to your understanding of the text. You can skip them if you want.

Within this book, you may note that some web addresses break across two lines of text. If you’re reading this book in print and want to visit one of these web pages, simply key in the web address exactly as written in the text, pretending that the line break doesn’t exist. If you’re reading this text as an e-book, you’ve got it easy — just click the web address to be taken directly to the web page.

Foolish Assumptions

We’ve written this book with two readers in mind: the professional coach and the businessperson. We’ve also made a few assumptions about you, whether you’re a coach or a businessperson:

You’ve heard about the benefits of coaching and you’re eager to know more. Previous experience of coaching isn’t necessary for you to benefit from this book.

If you have previous experience of coaching or you’re already a coaching professional, we assume that you’re open to learning and trying new things. We’ve included stories that you won’t have seen or read before, from our own personal experiences.

You’re willing to try something different that makes a difference.

You’re willing to learn by experience and application rather than simply from textbooks. We’ve included many exercises that you can learn from by doing them rather than just by reading about them.

Icons Used in This Book

All For Dummies books use distinctive icons to draw your attention to specific features within a chapter. The icons help you to quickly and easily find particular types of information that may be of use to you:

If you’re a business owner, or you simply want to get better at business, pay attention to this icon. Here you’ll find information geared toward your interests.

This icon highlights a practical tip to help you with a technique or your coaching practice.

When you see this icon, we’re highlighting a valuable point that you’ll want to remember. It saves you from underlining or using a highlighter pen as you read, but feel free to highlight key points as you go through the book.

Nothing makes a point better than a real-life example, so we include some of our own coaching experiences, not to impress you but to impress upon you the ideas we’re trying to get across.

Every once in a while, you may want to do one thing when it would actually be better to do the opposite (or to do anything at all). We call attention to these situations with the Warning icon.

This icon contains a more detailed discussion or explanation of a topic; you can skip this material without missing anything.

Beyond the Book

In addition to the material in the print or e-book you’re reading right now, this product also comes with some access-anywhere goodies on the web. Check out the free Cheat Sheet for tips on keeping your business coaching practice running smoothly, a checklist of tasks to do before and after a coaching session and a list of questions to help you keep your work and personal life in balance. To get this Cheat Sheet, simply go to www.dummies.com and type Business Coaching & Mentoring For Dummies Cheat Sheet in the Search box.

Where to Go from Here

The Monty Python team has a wonderful sketch about an Olympic event. When the starting pistol fires, the contestants run off in all directions.

This book can be read in just the same way; it’s not meant to be linear with a start and a finish line for you to cross. Browse through the parts and chapter headings and see what you’re attracted to. Feel free to explore the pages and dip into what seems most relevant to you in the moment. Think of each chapter as a tool that serves a purpose in its own right. You don’t need to read the book cover to cover, although you may find yourself compelled to do so because each tool adds up to a complete and comprehensive toolkit.

Part 1

Getting Started with Business Coaching and Mentoring

IN THIS PART …

Discover the distinctions between different models of coaching and mentoring, and understand how a coach can train to meet the differing needs of a wide variety of clients.

Find out how to demonstrate added value to clients and ensure that they understand that coaching is a worthy investment.

Adapt coaching and mentoring for individuals, groups, and organizations.

Explore some of the best coaching methodologies and how to work with a wide range of differing business categories and business needs.

Chapter 1

Navigating the World of Coaching and Mentoring

IN THIS CHAPTER

Understanding why businesses need coaches and mentors

Distinguishing coaching from mentoring

Knowing how to develop as a business coach or mentor

Looking at professional requirements

Business is about people, organizations are complex systems, and business and people are codependent. We need to move fast to deliver effectively and efficiently. Our digital world is connected in real time 24 hours a day. This reality takes its toll on the capacity of business leaders’ ability to think and reflect. When human beings don’t take the time to think things through, we make poor decisions, become less effective, and can become lousy managers. We can lose perspective on what’s important in our personal lives, too. We start communicating with colleagues, family, friends, and associates like we’re speed dating, taking just long enough to get the bite-size essentials to filter for yes or no. Constantly matching our relationships to the speed at which we receive information and are expected to respond isn’t sustainable. We’re a social species — we need to relate, to be motivated, to create, and to have our contribution acknowledged by ourselves and others.

Coaching and mentoring are a late twentieth-century preemptive gift from the gods, designed with twenty-first-century living in mind. The value of business coaching is well documented, with studies on return on investment (ROI), engagement, motivation, and innovation linked to coaching and mentoring. Businesses that have used coaching over a number of years see it as an integral part of their talent development strategy with both disciplines weathering the storm of recession. It’s lonely at the top, and when people are lighting fires under your feet, you want someone you trust to help you gain clarity and perspective. This input is the added value that a coach or mentor brings.

In this chapter, you discover some of the professional fundamentals of coaching. We outline the roles at play in organizational coaching and mentoring, filling you in on the distinctions between these and other helping professions.

Spotlighting the Business Benefits of Coaching and Mentoring

In her research looking at 106 studies on organizational mentoring, professor Christina Underhill found that organizational commitment, job satisfaction, self-esteem, work stress, and perceptions of promotion or career advancement opportunities were statistically significant for those who had been supported in their careers through informal mentoring compared to those who had not. Mentoring in this context refers to ongoing career support from a more experienced colleague.

Similarly, a study conducted in 2011 by the Institute of Leadership and Management asked 200 organizations why they used coaching. Here’s what they said:

To support personal development (53 percent)

To improve a specific area of performance (26 percent)

As part of a wider leadership development program (21 percent)

To provide development for senior management (19 percent)

To enable progression within the organization (12 percent)

To support achievement of specific organizational objectives (12 percent)

To address a specific behavior issue (8 percent)

To provide support after a change in position or responsibilities (6 percent)

To provide support to new employees (5 percent)

To support organizational change (4 percent)

To engage with individual employee concerns (2 percent)

The strongest individual benefits were increased self-awareness, increased confidence, and improving business knowledge and skills. The report highlights that the key organizational outcomes were improvements in leadership, conflict resolution, personal confidence, attitudinal change, motivation, and communication and interpersonal skills.

In short, coaching and mentoring make a tangible difference in how leaders lead in business.

Defining Coaching and Mentoring

At their simplest level, coaching and mentoring are conversations where insight and learning take place. The offer a space to slow down and make time to think, and they give leaders time to open up to possibility and maybe think differently.

A few nuances are apparent in the definitions of coaching and mentoring. In reality, a lot of overlap is evident, and the boundaries can get fuzzy in the business context. The following sections describe just a few definitions to help you understand the nuance.

Coaching is the art of co-creation

Coaching as we know it has been informed by a raft of disciplines, including psychology, sports training, organizational development, behavioral science, sociology, and therapy. Sports coaching had the biggest influence in developing leadership and business-related coaching with early coaching looking at the concepts of focus, developing excellence, and high-level personal and team competence in the late 1970s and 1980s.

There are myriad definitions of coaching. We define it as follows:

Coaching takes place on a spectrum from short and medium shifts in performance to significant life transformation. This sometimes requires a metaphorical demolition truck to pull down old patterns of belief and behaviors before co-creating new thinking and building blocks for growth. Oftentimes consistent, regular, focused dialogue with a sprinkling of gentle challenge and a bag full of coaching tools is enough.

We see the role of a coach as

A co-creator — a facilitator and thinking partner who helps clients develop, appraise, and crystallize ideas

An unconditional supporter who deals with a client’s real-time life issues without judgment

A sounding board when a client needs a listening ear

The holder of the mirror when a client finds it difficult to see himself clearly

Coaches help clients to

See possibility

Gain clarity

Develop clear intentions

Work on specific aspects of business to create great business

Work on what they want to create in living a successful life “on purpose”

Key professional bodies maintain this holistic view of the whole person. They mostly embrace the personal and professional.

According to the Association for Coaching, executive coaching is

A collaborative solution-focused, results-orientated, and systematic process in which the coach facilitates the enhancement of work performance, life experience, self-directed learning, and personal growth of the coachee… . It is specifically focused at senior management level where there is an expectation for the coach to feel as comfortable exploring business-related topics as personal development topics with the client in order to improve their personal performance.

Business owners often expect a coach to provide solutions and have all the answers. When you’re considering recruiting a coach, remember that no one knows your business better than you do and no coach or businessperson knows all there is to know about business. Think of the coaching relationship as a collaboration where the coach is there to question, to guide, to challenge, to chide, and to assist you in achieving your desired outcomes. The coach is not there to do the work for you. Be open-minded to being challenged to experiment. In Chapter 7, we offer tips and suggestions that will help you to create just the right mind-set so you can get the most from your coaching program.

Mentoring is the art of imparting wise counsel

The work of a mentor is differentiated from coaching in that a mentor regularly shares her particular professional wisdom and experience with a mentee. It tends to be more specific and focused around a particular area of work or personal development. A mentor offers counsel on specific problems that a mentee brings and may share contacts, advocate on behalf of the mentee during his career, and help him make useful connections.

The European Mentoring and Coaching Council defines mentoring as

A developmental process in which a more experienced person shares their knowledge with a less experienced person in a specific context through a series of conversations. Occasionally mentoring can also be a learning partnership between peers.

Mentoring is used when a client needs

To learn a specific skill

To acquire particular knowledge

Wise counsel from a more experienced critical friend

Note that the phrase is a critical friend, not a critic friend. A critical friend is someone who is invited to offer constructive advice and is willing to express the things you may not want to hear, but does so, because she cares and wants to be of service. A critic friend offers unsolicited advice and comes from an all-knowing, all-wise perspective, and the criticism is not always constructive. If you want to be a critic, maybe you need to look for a role in political or artistic journalism.

MENTORING ORIGINATED WITH A GODDESS

Odysseus, king of Ithaca, left his wife, Penelope, and infant son, Telemachus, to fight in the ten-year Trojan War. He left his son with a male guardian called Mentor to guide him. Odysseus was prevented from returning home for another ten years. Young noblemen demanded that Penelope choose one of them to marry and deny Telemachus his birthright.

Mentor was rather useless as a trusted guide and adviser during the 21 years he was left as guardian. Telemachus was an emotional, indecisive wreck, apparently lacking confidence in his ability to undertake his royal duties and retain power. He needed help.

The goddess Athena wanted Odysseus back on the throne and appeared to Telemachus in a number of forms to give him wise counsel. One incarnation was a wise version of Mentor. With this guidance, Telemachus eventually slayed the would-be suitors, and his father returned. This intervention by Athena as trusted adviser in the form of mentor is the origin of the term we now use.

In other words, it wasn’t a man called Mentor who was the wise counsel; the wise counsel was, in fact, the female goddess of wisdom and heroic endeavor. We guess when the world of business mentoring adopted the term to describe a one-to-one relationship involving the nurturing of potential, it just couldn’t cope with the idea of calling it “goddessing.” Oh, what fun we could have if they had!

Distinguishing coaching and mentoring from therapy

Coaching isn’t therapy or counseling, although some of the methods, models, and techniques used in aspects of coaching are derived from these modalities. Anyone involved in a coaching or mentoring relationship needs to understand what coaching and mentoring are and are not.

Anthony Grant, a coaching psychologist at Macquarie University, highlights the difference between coaching and counseling simply:

Coaching deals with clients who are functional. They want to improve their performance in a particular aspect of life. The emphasis in coaching is less on unraveling and understanding problems and difficulties, and more on focusing on finding solutions. It is very future oriented. Coaching does not deal with clinical issues, such as depression or high levels of anxiety; for those you need to see a doctor.

The same distinction applies equally in mentoring. You’re dealing with the present and the future with your clients, rather than inviting them to recline on a chaise longue while you delve into their psyches in a parody of Freudian analysis.

In thinking about the distinctions, make sure you consider the professional roles that people commonly take in settings where people are being supported to learn. Table 1-1 describes the different roles in coaching and mentoring. It also highlights the distinction between facilitation and counseling.

TABLE 1-1 Dimensions of Coaching and Mentoring

Role

Relationship to Learner

Focus

The Narrative

Organizational sponsor

Hierarchical/parental

Invested in and supporting long-term career direction

Three to ten years

Creating succession in an organization or profession

“I will take a long-term interest in supporting, promoting, and tracking your career.”

Mentor

Wise counsel/senior yet collegiate

Knowledge and experience gained over a number of years in specific professional area

Months to years

Sharing exemplars of knowledge and experience to support an individual or group and to plan for and meet particular outcomes

“I will use my wisdom and long-term experience in a specific area to help you minimize mistakes in delivering in similar circumstances.”

External coach

Challenger/facilitator of self-insight and business/personal/career development

Three to 12 months

Using a range of tools to equip an individual or group with skills and capabilities to achieve client-generated outcomes

“I will use my specialist skills to support you to gain clarity and confidence to maximize your contribution.”

Leader who coaches

Hierarchical with personal interest in outcomes

Ongoing management

Uses a coaching style of leadership to support individuals and groups to deliver overall outcomes that the leader is responsible for delivering

“I will engage you in determining how you deliver against required organizational objectives and empower you to take the right action.”

Facilitator of learning

Teacher/supporter

Hours

Shares skills and knowledge to enable an individual or group to learn a specific skill or acquire knowledge using a range of learning methods

“I will help you deliver in your role more effectively by using my facilitation skills to teach you what I know or the skills I have.”

Counselor/therapist

Supportive listener

Months to years

Uses an identifiable approach to help an individual, couple, or family make sense of their historical and current experience to learn new life management strategies

“I will support you to develop and sustain a better relationship with yourself and others.”

Distinguishing Business Coaching from Other Types of Coaching

You can find many niche areas of coaching, and the profession is constantly developing. Niches even exist within niches. Whatever your bag, understand that a significant difference exists between personal coaching and business coaching.

Working with business requires a whole different level of relationship management, particularly if you’re working in corporate organizations rather than with small, founder-led businesses. Managing triangulation becomes an art form as you navigate your way through dialogue with the client and sponsor (the manager or person responsible for talent management) and sometimes a fourth player if the manager and talent manager are both involved in contracting and monitoring. The operations director or finance director (FD) may want to get involved in the contractual monitoring, too, if the budget is significant.

This situation is fine as long as everyone remembers what his role is and can maintain his boundary. As the coach, you not only have to manage the complexity of those relationships, you also need to act like a member of the CIA or MI5 in terms of confidentiality. Be prepared to be questioned relentlessly by people who want to know the details of what’s happening in the conversations with your client. Develop the art of answering a question without answering the question, of being really clear that you will report back to the organization on the process of coaching and the delivery of the contract outcomes but not the content of coaching.

Empowering your client includes ensuring that your client disclosures belong to your client, subject of course to the usual rules that apply if he’s a danger to himself or others or has committed an illegal act or intends to.

Business coaching requires an understanding of business

If you don’t know about how business operates and the language of business, get educated. This education doesn’t have to be an MBA-level commitment; it may be reading business news in quality papers online, taking short seminars, or joining a business club or a business institute. Learn as much as you can about how to run your own practice. Work on your own coaching business. Determine what you need to discover and find a way of learning that works for you. Get a mentor who can help you by sharing his experience and providing some challenge and stretch for you.

Defining expectations and determining fit

Clients want someone with knowledge of business — how it works, the language of business, the reality of running one. Specifying whether someone needs experience of a particular business process, discipline, or business structure can be important. A sponsor looking for a coach or mentor to support a CEO or team in planning a merger likely wants that experience or knowledge to maximize impact.

A coach with years of experience in auditing and accounting may be great in supporting a new finance director on professional issues, but if she has inherited a staffing problem requiring team performance management due to poor customer service and attitude, a coach with experience in a people-oriented discipline may be best. Equally, someone who has 20 years’ experience of coaching within the global corporate environment may not be the best choice for a small family business looking to retain its small family business identity.

Holding pre-contract conversations

Be prepared for exploratory conversations, not just sales conversations, in business. Accept that sometimes you aren’t the right fit and that you may be able to refer someone else who may do a better job of it than you. Sometimes it may be a partial fit but not right for now. Occasionally, you may not be able to see the problem because you’re looking through the wrong lens.

If you don’t know what you don’t know, identify a coach or mentor you would like to emulate and ask her how she developed her business knowledge.

SOMETIMES COACHES NEED COACHING, TOO

Marie was mentoring a coach. He was a great guy and a successful coach with myriad coach trainings and seminars under his belt. He had never worked in the nuclear industry and had never worked internationally. He had loads of experience in working with therapists, coaching charity workers from war-torn countries on their return to the United States, and supporting leaders who were in organizations rescuing young people from human trafficking. His clients were often engaged in highly charged emotional and often dangerous work. They loved him. He was offered an opportunity by a consultancy to coach a group of ex-pat workers who had been injured or experienced trauma in Fukushima in 2011. He would have to go to Japan to do this work for around three months.

He saw this job as his big break — a place to make a name for himself. He had never worked in a disaster recovery zone or potentially dangerous conditions himself. He had never seen the devastation of a nuclear accident up close and personal. He wasn’t a trauma therapist and had never undertaken any training in that area. The people he had coached had actually distorted his view of his own ability to cope in that situation.

Marie worked with him carefully and helped him see how his lack of knowledge of the nuclear industry may have proved too much of a culture shock for him and even have compromised his own well-being. Marie helped him see that he was being asked to help people return to work and fast, and he hadn’t even contemplated what that could mean if he arrived in Japan and felt that those people weren’t ready. In working together, they discovered some stretch goals for him that involved working with clients outside of the United States, and he accomplished that quickly. The Fukushima offer catalyzed an undiscovered desire in him, but he didn’t need to compromise himself and those potential clients to get it.

Coaching leaders to be difference-makers

Leaders in organizations are managing performance: business performance, key objectives, deliverables, key performance indicators (KPIs) — whatever terminology is used, it’s about performance. Executives, leaders, managers, and chief (fill in the blank) are resource managers driving results.

Senior people are expected to be self-directed, self-reflective, and future focused. Often, they seek the support of a coach or mentor (sometimes both) to help them meet those expectations. Organizations in effect provide one-to-one learning support for their senior staff and high performers to help them keep on track. From time to time, organizations also use coaches and mentors to help when a specific skill or knowledge gap needs honing or when an organization anticipates that an executive may find work challenging due to organizational changes or because of a change in his personal circumstances outside of work. Organizations are effective when their leaders are emotionally intelligent, have self-mastery, and are cognizant of their own well-being and the well-being of those around them.

If you’re working in organizations managing major change or looking to shift culture, teach the leaders how to use the coaching skill set. It shifts accountability and delegation, increases creativity and innovation, and keeps people focused to deliver the changing vision as that evolves.

COACHING THE WHOLE PERSON TO CREATE BUSINESS OUTCOMES

Marie was asked to coach a partner in an international law firm at a particularly difficult period on her return to work after her husband’s death. At the time, this client was expected to deliver a fairly challenging and complex case worth $3 million to the business — one that presented a substantial risk to a long-term client. The brief was to help keep the member of staff emotionally healthy and focused while paying attention to her overall well-being. The partner also had access to bereavement counseling paid for by the firm and a range of flexible arrangements to accommodate her needs.

The coaching focused on self-care, time planning, and delegation to others. These issues weren’t particularly business issues on the face of it, and yet they were. Business operates effectively when people operate effectively in delivering what is required. In providing this kind of support, the business context is paramount. When organizations have key specialists, individual well-being can be the difference between pulling off a deal or not.

GROUP COACHING TO INCREASE ACCOUNTABILITY

Steve was coaching a director of an international nonprofit organization when it became apparent that none of her team spread across four continents was proactively managing local income-generation staff well. Absence levels were high, and costs were rising against income targets. The team members needed to place greater emphasis on accountability and to increase their understanding of the impact of lost working time on overall revenues. The situation was pretty urgent because they worked on annual income targets and were six months into their financial year.

Steve and the director agreed that he would develop an eight-session coaching program for her top 15 managers and would coach them as a group with her over the eight sessions to help them deliver their income target. The coaching was focused on emergent performance issues in relation to people management and on delivering increased fortnightly targets. The overall goal was to help the managers become confident in managing ongoing performance and to increase the team’s ability to discuss challenging local issues more openly with their manager and peers. They delivered their target.

Equipping Yourself to Help Other People in the Business Context

The global coach training industry is thriving. In any profession, this results in some great training programs, some mediocre programs, and some downright awful programs bordering on fraudulent. Some training schools promise that anyone can have a six-figure coaching practice in a month. Coaching flying pigs wearing grass skirts and playing the ukulele is not usually an option on the syllabus, but it wouldn’t look out of place. Others suggest that professional coaching is a dark art requiring several rites of passage, years of inner soul searching, and the ability to demonstrate 25 models of best practice before you can truly call yourself a coach or mentor. If you’re looking to train or want to hone your skills, do your research on the training available. Be clear and specific about what you want to learn and research the quality of the course and experience of the trainers.

Choose training that encourages you to coach for a significant part of the training. Have clear outcomes, practice standard and supervision/mentoring to help you notice your own practice, and get support when you hit issues that are beyond your experience.

To be a great coach or mentor in business you need

To come from a place of

A growth mind-set

Respectful engagement with a client even when he’s not at his best or respectful toward others (including you)

Emotional resilience and a willingness to recognize when you’re out of your depth

Accountability for your own personal well-being

Empathy and sympathetic understanding without joining in with the emotional roller coaster of your client’s journey

Self-reflective assessment and the desire to experiment, play, and do more of what works

Absolute focus on your clients and a desire to serve them

To understand

That people learn and develop self-mastery in different ways, and you need to adapt to them

That motivation theory is about belonging, not bucks

How business works and the context of that industry

The processes and functions involved in running a business and the language that business uses

How personal change and transformation happen

How organizations develop and change

To be able to

Give feedback in a constructive way to help your client rather than look clever and insightful

Define clear outcomes and be flexible enough to move with your clients’ needs as they change

Manage your personal boundaries with a number of players

Maintain confidentiality even when the person paying the fees really, really wants to know what’s going on inside the coaching

Think big picture and small chunks

Challenge in order to help the client, not just for the sake of it

Think purposefully and creatively

Be comfortable with ambiguity and conceptual thinking

Use the coaching skillset flexibly and be prepared to keep adding to the toolkit to have a wide variety of skills and techniques to deal with a range of client needs

Know when you’re not the right person to support the individual or group at this time

Refer someone to another helping service when he needs something beyond your experience, skills, and boundaries

Run your own business practice well and make a great living doing what you love

If you want to understand the specifics of the coaching skillset, take a look at Chapter 3.

Choosing a coach or mentor

In the real world of professional coaching and mentoring, you can find people with months of training but limited experience and some with lots of experience but little training. The research highlights two things in relation to coaching and mentoring outcomes:

No positive correlation is shown between the length of time a person has been qualified as a coach and coaching outcomes.

Even less correlation is shown between the fees someone charges and coaching outcome.

What’s important is the relationship, and the onus is on the person commissioning the coaching or mentoring to establish what he’s looking for from the relationship.

If a prospective client asks how you’ll manage the relationship, you can show him something like Figure 1-1, which shows a typical framework and the elements usually included. (This is the framework Marie uses.)

© John Wiley & Sons, Inc.

FIGURE 1-1: A simple framework for business coaching.

When interviewing a prospective coach, you’re looking to see if he’s a good fit for you and your organization. Two great questions to ask are

Who would your ideal client be and why?

What sort of client would you not work with and why?

The answers to these questions will reveal a lot about a coach or mentor’s experience and values and help you to decide who is the best coach for you.

Becoming a business coach or mentor

If you’re an experienced life coach or mentor with little experience of business, our suggestion is: Get some experience in business. Work in one, run one, or create your own startup. No matter how much time you spend reading business books, you won’t be equipped to work as a business coach without real-world experience. You need to understand the functions of business, language, roles, and duties, particularly in director-level coaching.

If you’re an experienced business executive who wants to become a mentor, get some training in using the coaching skillset and in understanding how to develop mentoring relationships and contracting (see Chapter 3 and Part 3 of this book). You need to learn how to avoid telling someone the answers that you can generate because of your experience. When you offer an answer from your own experience, a client will acknowledge and even agree with you; when the client generates the answers himself, he takes ownership of the insights he gets and is more likely to act upon them. Get clear and specific on what you’re offering in terms of expertise. If you’re known for your stellar track record in winning large scale government contracts in the United States, you could probably learn to mentor around that easily. Mentoring on cross-cultural contracting in the grain markets of Africa and Asia Pacific may be a stretch, though.

If you’re neither experienced in business nor an experienced coach, spend time in business deciding on the kind of environment you like and feel comfortable in. Discover how to develop the coaching skill set to facilitate people within that. It sounds simple, but we’ve seen many coaches who have been “trained” to believe that all they need to do is six weekends of training, and the world of coaching and mentoring is their oyster. That may be enough for securing a few clients for life coaching, but it’s rarely sufficient in the world of business and executive coaching.

Being on the Other Side as Coachee or Mentee

Professional development and continuous learning is important in this business. You can’t be in integrity and coach people to develop self-mastery if you aren’t working on it yourself. If you think that you have nothing else to learn, there’s a door plaque marked “delusional” with your name on it, and you’re the only one who reads it as “desirable.” Please don’t skip the information on the Competency Stairway Model if you’re in this group, and pay particular attention to Step 1.

Most coaches are consummate learners who see continuous professional development as a feature of their business. This development is not an optional cost, but a core requirement. Coaches need to be able to identify learning needs in themselves and others, to notice the blind spots as they come into awareness and occasionally be prepared to have a colleague point them out gently (and sometimes not so gently, depending on how well you know them).

The Competency Stairway Model, shown in Figure 1-2, outlines the four stages of learning. Use it to consider your own learning or help others discover their learning needs.

© John Wiley & Sons, Inc.

FIGURE 1-2: The Competency Stairway Model.

Here are the four stages of the Competency Stairway Model:

Unconscious incompetence: The oblivious.

You don’t know what you don’t know (blissful ignorance).

Conscious incompetence: The Homer Simpson (D’oh).

You become aware that you don’t know (becoming self-aware).

Conscious competence: The I’m sexy and I know it.

Through experimentation, knowledge acquisition, and/or practice, you’re practicing how to do it and improving (increasing in confidence).

Unconscious competence: The accomplished performer.

The doing of it comes so naturally to you that you don’t even realize you’re doing it. (Who, me? What did I do? How do I do what? I don’t know!)

Think about the Competency Stairway Model as you consider the coaching skillset throughout this book. Notice where you’re becoming aware of skills and knowledge you use that you’re not consciously aware of. Notice where you feel your competence needs developing or honing for specific situations.

Understanding Professional Requirements

No legal requirements exist in relation to a standard of training or hours completed. However, you’re likely to find it difficult to build a successful coaching practice without appropriate training and completion of practice hours to build your skillset. The required coaching standard for internationally recognized coach accreditation is between 35 and 100 hours coaching practice plus the training requirement (see the accreditation guidelines in Table 1-2). Most professional business coaches who coach at a senior level have more than 500 hours of coaching in the bag and coach regularly.

TABLE 1-2 Accreditation Requirements for New Coaches

European Mentoring and Coaching Council

Association for Coaching

International Coach Federation (ICF)

Membership requirements

Membership of a professional body

Hold appropriate level prior to submission of application

Completion of an entire ICF Accredited Coach Training Program or 60 hours of coach-specific training on an ICF-approved program plus 10 hours of coaching with an ICF-accredited mentor

Client contact hours or coaching training

50 hours

35+ hours

Complete the Coach Knowledge Assessment

Coaching experience

One year (from first practicing as mentor/coach)

75+ hours

100 hours (75 hours paid)

Number of clients

At least five clients

At least 8 clients

Client feedback

Five within last 12 months (ending with submission date of application)

One client reference

Continuous professional development (CPD)

16 hours per year

CPD record since initial coach training

40 hours every three years

Mentor/coach supervision

One hour per quarter

Minimum three months’ coaching supervision

Website for more information

www.emccouncil.org

www.associationforcoaching.com

www.coachfederation.org

To keep it simple, we’ve produced two checklists that set out our view of the minimum requirements you need. Do your own homework and check out the professional institute websites for guidance.

Checklist 1: Just do it:

Contracting paperwork that sets out the financial agreement and the coaching agreement

A clear disclaimer about any changes the client makes being his responsibility and choice

Individual client next-of-kin details if you’re meeting offsite or contracting with an individual rather than an organization

Clear terms and conditions regarding fees, payment, cancellation, travel, and expenses

Insurance to cover your professional liability and public liability if you have premises

Confidential storage for your client records and ways of protecting and destroying confidential documents

Checklist 2: You don’t have to, but please, just do it:

A disclosure from the client regarding any therapy work he is engaged in or any medical conditions that may impact his work with you

Your own system for session management, clearing the space, notes (coaching log), and review

Sharing an open notes policy with the individual you’re coaching

Having a coach and/or mentor or supervisor

Most important of all, loving your clients

Chapter 2

Making the Case for Coaching and Mentoring

IN THIS CHAPTER

Taking on the job of educating clients

Showing the value of an outside perspective

Establishing a strong return on investment

Making the most of the client’s budget

Considering the value of in-house coaching

Business coaching is about change and growth, whether for the individual or the organization — a process that takes people on a journey from where they are now to where they want to go. The value in coaching lies in the degree of change that you, as a coach, help clients make. The more you can identify the difference before and after an intervention, the more a client sees the value and wants to work with you.

All the client really wants to know is, “What’s in it for me?” In this chapter, we help you answer that question, forming such a compelling proposition that the client just has to say, “Yes, I want your coaching program.”

Creating a compelling case for coaching and mentoring is equally important if you’re a business leader looking to engage stakeholders in a coaching or mentoring program. Before you make the case to your organization, you need to know what you’re talking about in order to get stakeholder buy-in.

Taking the Role of Educator

Business coaching and mentoring is no longer regarded as just a new fashionable trend, or simply a feel-good substitute for good management. Businesspeople increasingly see it as a valid methodology for assessing and reevaluating goals and processes and for creating and delivering effective solutions to business needs.

Many companies are increasingly recognizing that during and after coaching programs, things are different. A company will, however, only make so much of an investment in coaching based solely on the idea that coaching will help. Successful companies won’t throw endless amounts of money at programs that don’t have a positive impact on their bottom line — or, at least, they won’t do so for long.

RESEARCH ON COACHING

Unfortunately, few up-to-date studies exist that reinforce the credibility and value of implementing coaching programs. What research there is, though, is encouraging, if not scientifically validated:

The 2002 Chartered Management Institute and Campaign for Learning Coaching at Work study found that 80 percent of managers disagreed with the statements “Coaching is just another fad” and “Coaching is too time-consuming,” and believed that they would benefit from coaching (or more coaching) in their place of work.Studies show varying returns on investment, ranging from 5.7 to 7 times the initial investment, with some showing figures of 5,000 percent!

Coaches, therefore, need to educate potential clients about the benefits of coaching. Clients need to know how coaching translates into improved results, whether that be

A better bottom-line profit

Better communication