We have a number of guiding principles that underpin our Coaching conversations.
The client-consultant relationship is key
Our experienced and highly skilled coaches pay attention to establishing an effective working relationship with the coachee, contracting to agree boundaries of confidentiality and to assist them to gain the most from the coaching programme. The coaching will include providing feedback, asking questions, balancing support and challenge and acting as a mirror of the relationship that the coachee holds as a leader with others.
Every client is an individual
We adopt a flexible, client-centred approach to the coaching process that takes into account individual client differences and preferences. This includes using a variety of methods and models to best suit the individual rather than a “one size fits all” approach.
Coaching works best from a whole person perspective
We believe that an individual’s effectiveness at work is inextricably linked to who they are as a person and how they are in life generally. Our coaches are skilled in working with both the presenting issue and underlying factors. This might involve challenging self-limiting beliefs and helping the individual recognise they have the full resources needed to tackle a situation or adjust a response.
The benefits of coaching go beyond the individual
We encourage our coachees to own and understand the coaching process, so that they too can act as more effective coaches within their own context. This means that good coaching practice stretches beyond the client-coach relationship.
Change in behaviour usually comes from within
We ask transformational rather than transactional questions, so that deep learning takes place. This means a change in the structure of thinking of the coachee, to break open previously fixed or ‘imprisoned’ thought patterns to allow new ways of viewing their world and managing uncertainty. We support the development of broader leadership thinking that encompasses curiosity, creativity, visionary thinking, courage and managing uncertainty or ambiguity.
Practical outputs and outcomes are key
We will aim to ensure that the coachee leaves each coaching session with tangible outcomes or tasks that might include actions, exploration, reflection, writing a diary or learning log, noticing their own and others reactions, having courageous conversations etc.