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Graham English

Graham English. Coaching. Coaching. A Focus on Learning and Performance Real learning – becoming able to do something you couldn’t do before – requires real experiences and reflection. NGT Learning - a self-directed, work-based process, leading to increased adaptive potential.

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Graham English

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  1. Graham English Coaching

  2. Coaching A Focus on Learning and Performance Real learning – becoming able to do something you couldn’t do before – requires real experiences and reflection. NGT Learning - a self-directed, work-based process, leading to increased adaptive potential “People don't resist change; they resist being changed” Peter Senge

  3. CIPD recommendations create a sense of purpose in the workplace; give employees the opportunity to act on their commitment; provide employees with a supportive learning environment. Training to Learning CIPD 2005 Why Coaching? 92% of external coaching regarded as effective or very effective CIPD, 2005 Improved 360° and Leadership effectiveness (Smither, Thach) 41% coachees promoted Vs 15% non-coached NHS Leadership Centre 2004 ROI 5.7% - 221% 22.4% increase in productivity after training – 88% increase after coaching (Olivero 1997)

  4. Who has reflective time and reflective practice? Whose work is properly and fully aligned to the Organisation Goals? Delivery of Strategic Objectives Devolved leadership Empowered managers Processing and converting organisation goals to personal action Why Coaching?

  5. With unrealised potential Requiring a more strategic perspective making decisions based on the best interests of the organisation as a whole, Greater sensitivity to wider organisational concerns, and opportunities Needing to develop new skills for a change in role Wishing to improve interpersonal skills Wishing to improve conflict management skills individuals seeking or needing to develop the skills of negotiation and compromise. Seeking to improve skills at developing others Who might benefit? Managers and leaders “I start with the premise that the function of leadership is to produce more leaders, not more followers” Ralph Nader

  6. When might you use coaching? Do any of these apply?

  7. Who knows best what is happening to them? Who lives with the results? ‘Stand in your own shoes’ Most likely to achieve personal transformation The value of self-directed learning – linked to your goals Why use my style of coaching? Performance

  8. “Enabled me to focus properly & find what I was looking for” • “Great questions” “Good empathy” • “The session was amazing - revelatory” NHS Chief Executive School of Coaching for Training and Supervision MBTI Practitioner ‘Turnaround’ Board level clients

  9. ‘A supportive learning environment’ Listening to support and to challenge Raising Awareness Enhancing Focus Enabling Choices for Action Trust? “Awareness is curative” W Tim Gallwey

  10. Known Unknown Known Open Blind (By Others) Unknown Hidden Truly Unknown Johari ‘Awareness’ Window (By Self)

  11. a marriage of service experience with developmental change “Lasting change happens through developingpeople and their relationships, enabling individuals to apply their skills and knowledge to best effect – including supporting and challenging individuals in teams to become true leaders. I believe in the possibility of finding real change in all circumstances” My Values I can support, channel and challenge your leadership to ensure that it leads to results and action. Not telling people what to do, but by helping them find new ways to achieve. And, ensuring that changes are sustained – not just initiated. It’s all about how people work together to apply their skills.

  12. Graham English Consultancy offers a focus on how individuals can act differently for better results

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