Coaching –

the still underused style of leadership

Sabine Stritch and Gary Miles, Roffey Park

Nigel Coates, Calor Gas

www.roffeypark.com

Welcome to the Roffey Park Coaching Webinar

Sabine Stritch

Director of Postgraduate

Certificate in Coaching

Roffey Park

Nigel Coates

Area Cylinder

Manager

Calor Gas

Gary Miles

Director of Open

Programmes

Roffey Park

Coaching – the still underused Style of Leadership

I like things done

my way, but by

someone else

And yet the coaching style of leadership is nothing

new.

Coaching has a positive effect on climate and results.

Managers love to be involved in the task be in the

thick of it, be the ones who do the doing.

Managers often report that they get real satisfaction from

‘ticking a box’, getting something done, moving something

forward and that ‘something’ was usually a task.

Managers like to be ‘in charge/in control’ of what goes on.

They do not just want a high level picture of jobs and

activities, they want to be the ones to say how, when,

where and what should be done.

Managers often feel almost ‘a bit lost’ when their employees take

charge, they question the role they are having and need to find a

new way of looking at themselves and their activities.

It is often an uncomfortable space and it is seen as a relief when

a crisis occurs and they can be back in the thick of it, sorting it.

I conclude that there is a real comfort zone for managers in

being in charge, do the doing, be responsible and part of the

action. It defines them, makes them feel worth-while,

achieving and credible.

Opportunities are lost because either the recognition of

the effectiveness of the coaching leadership style is

missing or the ability of managers to be effective coaches

has not been developed.

Often, when coaching managers, the starting point for

development is around results that a 360 degree

feedback has unearthed.

About 80% of managers receive feedback that they do

not listen well enough.

And that they are focused on output and results to the

detriment of people.

That they have a solution for every problem without really

getting under the skin of it, avoid conflict and performance

conversations, and are not clear about outcomes.

And that they do not give feedback well - either too

unclear or too harsh and not timely.

Often when this is discussed, there is a real lack of understanding

as to why these kinds of skills and attitudes should be so

important. After all, they don’t get the job done!

It takes the challenge of asking the managers what it is

they perceive as their job (and most do answer:

‘empowering others to achieve results’!)

So what are the attitudes and skills required?

A real belief that others have ability and aptitude and

can be developed.

A curiosity to make that their job.

To trust.

A winding back of ‘ego’ and a giving of space to the

difference others bring.

The ability to put oneself in the place of the other

person.

To listen.

To be clear and work in partnership around goal setting.

To have a balance between high expectations and

patience.

Viewing giving feedback as natural as drinking water.

Many a manager I have worked with has become a total

convert to the coaching style of leadership.

Our Purpose

We are a management development institute that partners

with individuals and organisations to

create a more enlightened way of working

shed light on organisational issues

encourage innovative business practice and

awaken the potential of working people

in order to add value to individuals and their organisations.

We are the leading authority on human nature at work.

What we do at Roffey Park UK & Asia Pacific

Thank you for listening

Questions…?

Thank you for listening

Questions…?

sabine.stritch@roffeypark.com gary.miles@roffeypark.com