This document provides information about coaching for engagement. It discusses key aspects of effective coaching such as trust, rapport, questioning, feedback, and challenge. It outlines four enablers of engagement: strategic narrative, engaging managers, employee voice, and organizational integrity. It also discusses Daniel Pink's theory of the three motivators - autonomy, mastery, and purpose. The document encourages the reader to reflect on these aspects within their own organization and with colleagues, and provides a coaching model and examples of evidence of the effectiveness of coaching.

1. Coaching for
Engagement
A workshop…

2. Simon Maddison
Mark Wilkinson
Welcom
e

3. Think of a conversation you had
that was really useful for your
development.
• What did it feel like?
• What was going on?
• 5 key things that made it work…
Share with someone you don’t
know
Coaching
What is it?

4. What do
the
books
say?
• Trust / integrity
• Rapport
• Intuition /
understanding
• Questioning
• Feedback /
acknowledge
• Challenge / hold to
account
• Focus
• Clarity
• Listening (active?
deep?)
• Process (e.g. T.GROW)
• Own the solution
• Realistic / Ambitious
• Wisdom
• Support
• My solution
• Equality
• Relationship
• Feel connected
• Responsibility
• Comfort
• Eye contact
• Mirroring
• Careful use of
language
• Contract
• Encouragement
• Openness

5. Building the theme
some theory…

6. The four
enablers of
engageme
nt
• Strategic Narrative
Organisational aspiration
• Engaging Managers
Clear - human - coachy
• Employee Voice
Feel listened to - trusted
• Organisational integrity
Values = Behaviour

7. “DRiVE; the surprising truth
about what motivates us”
According to
Dan Pink
The
three
motivator
s

8. •Autonomy
Our desire to be self directed.
•Mastery
The urge to use & develop skills.
•Purpose
The desire to do something that
has meaning and is important.
N.B. not £$€
The
three
motivator
s

9. So what?
Back to you…

10. What is most
important to
you?
How is your organisation
doing?
• Which of the 4 is it good at?
• Which needs some work?
• What effect are you looking for?
Think of a colleague?
• What’s working for them?
• Where might there be
misalignment?
• What question do you want to
ask?
The organisation
Strategic Narrative
Engaging Managers
Employee Voice
Organisational
integrity
The individual
Autonomy
Mastery
Purpose

11. Time to
coach
A gospel according to
Jenny Rogers

12. Time to
coach
“Employee engagement’ is the
magical ingredient: it makes
staff genuinely committed,
creating excellent work.
Few organizations actually
achieve it, though all say they
want it.
Coaching is the most reliable a
way of producing it”

13. Time to
coach
A Coaching Model
Outcome
• Change you want
Situation
• Some exploration of reality now
Choices
• & their Consequences
Action
• What are you going to do?
Review
• How will you know its worked?
• Did it work?

14. So…
You have thought
about…
• coaching you’ve had
• the importance and power of
Engagement and Motivation
• where you and your organisation
are with these
And then you had a go…
Now go and coach!

15. Thankyou
simon@jollyserious.com
enquiries@walkoach.com

16. Evidence – “its absurd to even tr y to measure so
abstract and evanescent an inter vention as
coaching”
But…
• Google - HR is replaced with ‘People Analytics’ (all about the numbers) but
“periodic one-on-one coaching which included expressing interest in the
employee and frequent personalized feedback ranked as the No.1 key to being a
successful leader”
• Highways England - A14 in Cambridgeshire – reduction of reportable incidents
after Behavioural Safety programme that includes 1:1 coaching.
• ILM - 58% said they felt more confident after coaching and 42% saw an
improvement in performance in colleagues who had been coached. 84% said
that coaching helped them in periods when they struggled to manage an
individual and 88% when they had struggled with a particular project.
• Boston Consulting - promotion rates have increased nationwide, 22% among
senior managers

17. Evidence – University of Sydney