DWOP Coaching Presentation

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• DWOP Coaching Presentation
• March 27th 2009
• Holding the space Balancing the strategic and
  intimate in todays coaching conversations

Peter Bluckert
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Purpose of this session

• To share a glimpse into my coaching world
  through live case examples, and invite you to
  do the same
• To provide some thinking about the strategic
  agenda for coaching in today's business climate
• To offer a perspective around how strategic
  coaching agendas inevitably take us into the
  intimate
• To identify the critical coaching skill-sets
  going forward
• To consider your own self-management issues

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What I mean by strategic and intimate

• Strategic
• A focus on bigger picture issues perceived to be
  critical to the achievement of desired goals
• Intentional actions directed towards supporting
  these goals
• Intimate
• A focus on bringing us closer to ourselves and
  each other from a perspective that connectedness
  is both a desirable goal in its own right and can
  lead to improved performance
• Involves a deeper concern with what people are
  thinking and feeling

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A glimpse into my coaching world case examples

• Retail company urgent need for changes in
  behaviour of the sales staff to generate better
  results
• Global Management Consultancy - enhancing the
  impact and influencing skills of a Director as
  part of leadership succession planning
• Professional Football Club staring relegation
  in the face

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• NHS Trust turnaround of patient care, staff
  morale and major financial deficit
• Financial Services company stressed
  organisation facing major redundancies
• Utilities company requiring new era of
  management/trade union co-operation to bring in
  changes to working practices and improved
  performance

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The five strategic applications of coaching in
the current climate

• Performance improvement
• Leadership development
• Building teams
• Developing coaching cultures
• Managing change

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The intimate agendas arising out of the strategic

• Performance changing behaviours and mind-set
  means accepting the need for change, letting go
  of previously tried and tested ways and learning
  new skills and styles ie dealing with personal
  change
• Leadership clients influence and impact runs
  up against self doubt and I hate confrontation.
  I just dont challenge because when I do, I get
  upset

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• Building teams survival in the league requires
  the opening up of difficult issues, building
  trust, relationships and togetherness, and the
  courage to believe and commit
• Coaching cultures turning the culture around
  requires a new level of openness and honesty
  combined with a preparedness to really work with
  feedback and have those candid conversations
  which are much easier to avoid

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• Managing change means confronting denial,
  acknowledging and then facing into the fear,
  uncertainty, anger and confusion rampant
  throughout the company. It means taking
  responsibility and not hiding it involves risk

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In the current climate what are people wanting
from their leaders?

• The capacity to lead in uncertain times
• To pull together as leadership teams
• Hope, trust and compassion
• Integrity
• Both strategic and intimate skills

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In the current climate what are clients looking
for in their coach?

• Appreciation of the specific challenges facing
  senior management and their particular sector
• Coaches with a broad range of skill-sets and
  experience
• The capacity to hold strategic and intimate
  conversations and .... the ability to develop
  this in managers/executives

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The critical coaching skill-sets going forwards

• So ....what are the skills required
• Demonstrate a high level of self awareness
• Pay real attention and listen deeply
• Facilitate expression of both thoughts and
  feelings
• Empathise
• Support effectively
• Provide insightful feedback

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• In the team/group context
• Facilitate deeper contact and connection between
  people
• Notice group process and skilfully articulate
  your observations
• Challenge and confront behaviours
• Ultimately. to provide a holding environment for
• what needs to happen and the capacity to bring
• people closer to themselves and each other

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And what about us

• To provide this for others . well need to look
  after and care for ourselves even better
• Our own hope, optimism and resilience will be
  tested
• We need to keep investing in our learning and
  development and find places for our emotional
  support the same issues impacting our clients
  are impacting us

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Is coaching relevant in the current climate?

• One final example the Chief Executive with
  both strategic and intimate skill-sets turns
  round the NHS Trust
• Our work is more important than ever!

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• peter.bluckert_at_pbcoaching.com
• www.pbcoaching.com