Why is Coaching sometimes necessary?

There is often an assumption when people attend a training programme that they return to work competent in the subject matter. It is a bad assumption, as the chances are that they have improved knowledge and skills but they have not had experience of putting those skills into practice in the workplace.

The good news is that they are normally motivated to give it a go. However, in developing the skills in the workplace they are likely to encounter difficulties (no one learnt to ride a bike without wobbling a few times) and lose confidence.

When this happens, they need ongoing coaching and support. Without coaching and support, they are likely to create some difficulties for themselves or others and/or give up trying to apply the new skills and revert to old behaviours.

In an ideal world the coaching and support required should happen in the workplace. In the real world it doesn't, often for one of two reasons:

• There is no-one in their immediate workplace who is competent in the skills covered in the training programme.
• Some-one may be competent but they are often too busy to take time to coach and support someone else.

Sadly, the effect of this can be that money spent on training is wasted and the person is left feeling disillusioned.

What is Performance Coaching?

On-going coaching and support is not just about supporting people. It is about improving performance and making measurable gains. The performance coaching model Learning in Action uses starts with setting a goal and finishes with an action plan.

The goal is specific, measurable and time-bounded, and it relates to a specific improvement in performance that is relevant to the person's job. The goal and the action plan belong to the person being coached; we help them to develop the skills and confidence to achieve the goal and work without support in the future.

What does Performance Coaching entail?

Typically, performance-coaching begins with a 60-90 minute, face-to-face discussion between the coach and the person who is being coached. This is followed up by two, three or four follow-up sessions of similar or shorter length, evenly spaced apart, over a period of 45-90 days.

By the end of each session, an action plan is identified for the "coachee" to carry out over the intervening period before the next coaching session. On-going telephone and/or email contact is encouraged on a regular ad hoc basis and may even replace face-to-face contact.

Expectations

LiA will use the G R O W (Goal, Reality, Options, Wrap-up) and Situational Leadership models as the basis for its coaching commitments. The Coachee agrees to commit the appropriate time and effort necessary, and to complete follow-up actions in-full and on-time. Both parties agree to provide each other with early notice of problems or obstacles encountered.

Please contact us for more infromation.

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