Coaching Introduction to Coaching by Dave Stitt
What is coaching?
Coaching is a way of helping individuals, teams and companies improve their performance by getting them to identify and act upon the things that are holding them back. It's also about helping people broaden their view of a situation so as to enable more choice in how they respond. For example, if someone has worked in a particularly adversarial organisation for many years, their first and often only response is to write an aggressive contractual letter - 'first line of defence is attack'. Coaching would help that individual open their perspective, get clear on what they really wanted to achieve, identify options and then choose the most appropriate approach.
A coaching management style involves more communication and support and less command and control. The idea is to help people solve their own problems (Pull) as opposed to solving someone's problem for them (Push).
Why use coaching?
The World/ industry is changing so we need more intelligent ways of getting the best out of our resources. People are our most precious and I would say most under-utilised resource. Often I felt that my company was only getting about 30% of my potential even though I was working hard, long-hours and doing my best. I had so much more to offer but didn't have the time as my job included all kinds of hassles, hurdles and interferences. What if I am representative? - The construction industry employs 2 million people!
What is currently hindering your performance?
Also, we now have a more intelligent workforce; when I graduated in the early-eighties I was told I was in the top 5% - 20 years on many more people graduate and apparently the Government is on track to raise that percentage to 50% by 2010. This more intelligent workforce is less inclined to put up with being pushed around and told what to do - they simply leave and find another job or career!
What is your company's current staff turnover level?
Given the chance many people will find the easiest and most effective way of getting their job done - the coach manager spends far less time telling people what to do, motivating them to do it and checking on their progress, timekeeping, quality of work etc.
How much of your time (and stress) is spent checking for compliance?
When to use coaching?
Any time and all the time - for problem solving, organising and chairing or participating in meetings, improving team performance or helping operatives out on site increase their productivity, safety and quality of work. For example, ask a bricklayer what's getting in his way/ holding him back and how he can overcome it, then listen to his response and help him bring about the necessary change.
Who can use coaching (effectively)?
Anyone who is committed to their personal growth and the success of other people.
How to coach
Ask open questions (what, when, where, who - about facts) and listen to the response - feedback the response to the person being coached to gain clarity. Then ask more probing questions (how much, how often, how many, what else, what if) to open up options. Ask the person/ group to weigh up the options and decide on their way forward. Follow their interest and use their words - try to avoid the why question as it provokes a defensive response.
The basic coaching process is to ask questions and actively listen - there are many more techniques that build on this foundation.
Where to find out more?
There are many good books on the subject though for starters I would suggest:
· Coaching for Performance by John Whitmore ISBN 185788 1702
· The Inner Game of Tennis by Tim Gallwey ISBN 033029 5136
Alternatively there are organisations that run coaching programmes - check out the Web, talk to a few and then get into action.
Dave Stitt (FCIOB) has led change and improvement programmes for major contractors and now runs his own performance coaching company, DSA Building Performance. Contact dsabuilding@btopenworld.com or visit www.dsabuilding.co.uk
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