1. Coaching –
the still underused style of leadership
Sabine Stritch and Gary Miles, Roffey Park
Nigel Coates, Calor Gas
www.roffeypark.com

2. Welcome to the Roffey Park Coaching Webinar
Sabine Stritch Gary Miles Nigel Coates
Director of Postgraduate Director of Open Area Cylinder
Certificate in Coaching Programmes Manager
Roffey Park Roffey Park Calor Gas

4. Coaching – the still underused Style of Leadership
I like things done
my way, but by
someone else

5. And yet the coaching style of leadership is nothing
new.

6. Coaching has a positive effect on climate and results.

8. Managers love to be involved in the task be in the
thick of it, be the ones who do the doing.

9. Managers often report that they get real satisfaction from
‘ticking a box’, getting something done, moving something
forward and that ‘something’ was usually a task.

10. Managers like to be ‘in charge/in control’ of what goes on.

11. They do not just want a high level picture of jobs and
activities, they want to be the ones to say how, when,
where and what should be done.

12. Managers often feel almost ‘a bit lost’ when their employees take
charge, they question the role they are having and need to find a
new way of looking at themselves and their activities.
It is often an uncomfortable space and it is seen as a relief when
a crisis occurs and they can be back in the thick of it, sorting it.

13. I conclude that there is a real comfort zone for managers in
being in charge, do the doing, be responsible and part of the
action. It defines them, makes them feel worth-while,
achieving and credible.

14. Opportunities are lost because either the recognition of
the effectiveness of the coaching leadership style is
missing or the ability of managers to be effective coaches
has not been developed.

15. Often, when coaching managers, the starting point for
development is around results that a 360 degree
feedback has unearthed.

16. About 80% of managers receive feedback that they do
not listen well enough.

17. And that they are focused on output and results to the
detriment of people.

18. That they have a solution for every problem without really
getting under the skin of it, avoid conflict and performance
conversations, and are not clear about outcomes.

19. And that they do not give feedback well - either too
unclear or too harsh and not timely.

20. Often when this is discussed, there is a real lack of understanding
as to why these kinds of skills and attitudes should be so
important. After all, they don’t get the job done!

21. It takes the challenge of asking the managers what it is
they perceive as their job (and most do answer:
‘empowering others to achieve results’!)

22. So what are the attitudes and skills required?

23. A real belief that others have ability and aptitude and
can be developed.

24. A curiosity to make that their job.

25. To trust.

26. A winding back of ‘ego’ and a giving of space to the
difference others bring.

27. The ability to put oneself in the place of the other
person.

28. To listen.

29. To be clear and work in partnership around goal setting.

30. To have a balance between high expectations and
patience.

31. Viewing giving feedback as natural as drinking water.

32. Many a manager I have worked with has become a total
convert to the coaching style of leadership.

33. Our Purpose
We are a management development institute that partners
with individuals and organisations to
 create a more enlightened way of working
 shed light on organisational issues
 encourage innovative business practice and
 awaken the potential of working people
in order to add value to individuals and their organisations.
We are the leading authority on human nature at work.

35. What we do at Roffey Park UK & Asia Pacific

36. Thank you for listening
Thank you for listening
Questions…?
Questions…?
sabine.stritch@roffeypark.com gary.miles@roffeypark.com