In today’s workplace there are greater expectations placed on us from the organisation, our clients and our teams. Research has shown that the expectations of our people are changing and they want to feel empowered, supported and developed to achieve their potential. As managers we play a key role in supporting, developing and motivating our teams to perform at their best which isn’t always easy balancing these different prioritises. In this interactive workshop we focus on the managers role as a coach and explore how this enables purposeful conversations enhances performance, motivation and development to deliver results.

1. The manager as a coach
March 2018, London

2. The manager as a coach
Sharn Atherton
Coaching and Development Manager

3. Motivation factors
Competence Autonomy Relatedness
Need to be
effective in
Dealing with
environment
Need to have a
close,
affectionate
relationships
with others
Need to control the
course of their lives
Self-determination theory, Ryan and Deci 2000

4. Performance formula
Performance = Goals + Skill + Attitude
Goals Direction, focus
Skill Skills, knowledge, experience
Attitude Drive, hunger, willingness, passion,
commitment, belief, confidence,
desire

5. The role of a manager
Drucker's 5 Functions
1. Set objectives and establish goals
2. Organize tasks, coordinate allocation, right roles for right people
3. Motivate and communicate
4. Establish targets that measure results and clarify outcomes
5. Develop people, training and nurturing

6. Six leadership styles defined by
Goleman (2000)
• Coercive
• Authoritative
• Affiliative
• Democratic
• Pace Setting
• Coaching

7. Coaching perspectives
‘Coaching is helping another person reach higher levels of
effectiveness by creating a dialogue that leads to
awareness and action’
Brian Emerson and Anne Loehr
‘coaching is the predominant style of managing and
working together, and where a commitment to grow the
organisation is embedded in a parallel commitment to
grow the people in the organisation.’
Clutteruck and Megginson (2005) describing a coaching culture

8. Push v Pull
Letting go
Asking questions that
raise awareness
Making Suggestions
Giving Feedback
Offering Guidance
Giving Advice
Instructing
Telling
Push
Providing
solutions
Pull
Helping
someone
identify their
own solutions

9. A spectrum of interventions
1. Give
2. Impart
3. Seek
4. Enable
5. Elicit
6. Affirm
Directive
Non-Directive

10. A spectrum of interventions
1. Give
2. Impart
3. Seek
4. Enable
5. Elicit
6. Affirm
Directive
Non-Directive
Coach usually relies on
more facilitative
interventions
Mentor, imparting
knowledge and advise

11. Definition of coaching
‘Coaching is unlocking a person’s potential to
maximise their own performance. It is helping them
learn rather than teaching them.’
(Whitmore 1992)

12. Ask your neighbour
What does coaching mean to you in
the context of being a manager?

13. Listening
5 ways to listen better by Julian Treasure

14. Presence
What do you think the benefits are for the coach and
the individual of remaining present?
How easy is it to remain present?
What stops you?

15. ICF coaching competencies
A. Setting the Foundation
1. Meeting Ethical Guidelines and Professional Standards
2. Establishing the Coaching Agreement
B. Co-creating the Relationship
3. Establishing Trust and Intimacy with the Client
4. Coaching Presence
C. Communicating Effectively
5. Active Listening
6. Powerful Questioning
7. Direct Communication
D. Facilitating Learning and Results
8. Creating Awareness
9. Designing Actions
10. Planning and Goal Setting
11. Managing Progress and Accountability www.coachfederation.org.uk

16. Coaching Competencies
Candid &
Challenging
Creating Trust
Giving
Encouragement
& Support
Context
Style
Skill
Areas
Building Rapport Being Objective
•Active Listening
•Questioning
•Observation
•Feedback
Focusing on
future opportunities
Working from the other
persons agenda

17. Coaching models
GROW OSCAR
(Andrew 2009)
CIGAR
(Cook 2009)
Goal
Reality
Options
Will
Outcome
Situation
Choices & consequences
Actions
Review
Current situation
Ideal outcome
Gap between C & I
Action plan
Review
Coaching and the GROW model

18. Time to coach!
In groups of 3 practise coaching:
1. Coach
2. Coachee
3. Observer

20. ‘If we treat a man as he is,
we make him less than he is.
If we treat a man as though he already
were what he potentially could be,
we make him what he should be.’
Goethe

21. All information correct at time of production.
The information and opinions expressed within this
document are no substitute for full legal advice. It is for
guidance only and illustrates the law as at the published
date. If in doubt, please telephone us on 0370 270 6000.
© Browne Jacobson LLP 2018 – The information contained
within this document is and shall remain the property of
Browne Jacobson. This document may not be reproduced
without the prior consent of Browne Jacobson.