THE PROCESS FOR AND IMPACT OF USING

COACHING TO SUPPORT ORGANISATIONAL

TRANSFORMATION

For EELGA Coaching Conference 5th February 2016

Norma Atlay Tina Dickens

The aim of this session is to:

• Outline the purpose and role of coaching at NHDC

• Share the results of a case study about the impact of

coaching at NHDC

• Help you relate the information to your own environment

• Identify some take away tips and ideas to help you make

coaching succeed

About us

Norma Atlay – Strategic Director Finance,

Policy & Governance, North Hertfordshire

District Council.

Coaching Sponsor & Champion

Tina Dickens – Director, 2J Consulting

Coach, supervisor & ILM coaching lecturer

Background to coaching at NHDC

• Norma attended Leadership in Business course, and

then involved QLearning in developing a bespoke

development programme for Senior Management Team.

• Saw potential for using coaching conversations to

manage change, prompted by budget cuts following

‘credit crunch’

• Introduced coaching framework and programme of

coaching training for managers and option for those

wishing to be in coaching pool to complete ILM Level 5

in Coaching and Mentoring

Coaching at NHDC today

• Coaching conversations used by many staff to resolve

issues and problem solve

• Ongoing training within ILM programmes and ‘Manager as

Coach’ internal courses

• Programme of coaching training for managers and option

for those wishes to be in coaching pool to complete ILM

Level 5 in Coaching and Mentoring

• Sits alongside other Learning and Development options

• Available to all staff by request and always offered to new

staff and / or those receiving promotion

Breakout discussion

“How does the initial NHDC requirement for

coaching relate to your organisation?”

Coaching researchWhy?

As Visiting Lecturer on the ILM Programme at North Herts College Tina

had trained many of the NHDC coaches and was impressed by how

well run the coaching initiative was.

How?

Quantitative Research:

1) Key questions inserted into the annual staff survey for ALL staff to

complete

2) Two online surveys created. One for coaches to feedback their

experiences and one for recipients of coaching

Qualitative Research:

All key stakeholders interviewed face to face, to collate their in-depth

perspective on coaching at the council

The research findings: staff survey results

• 26% of staff (who responded) had requested coaching

• Of the 54 respondents who had received coaching their

expectations were fully met in 50% of cases and partly

met in 32% of cases

• Of those who had not requested coaching, 20% did not

know it was available, 33% didn’t know what it was and

41% didn’t want to ask

• Two respondents said that they were nervous about

opening up to internal coaches

The research findings: survey of coaches

• The main reported benefits of being a coach are personal

and professional development (91%)

• In addition 42% found that it has given them an expanded

professional network

• They most enjoy helping people and least enjoy the

challenge of finding the time to coach properly

• In spite of the time challenge 42% reported that they had

found no barriers to their coaching practice

• The coaches keep up to date with coaching skills in a

variety of ways

The research findings: coaching recipients

• The impact of the coaching was that:

50% were more effective in their role

44% increased their self-awareness

37% developed skills to help them move into a new role

• They most enjoyed the support and ‘attention’ that the coaching process gave them. They reported that they least enjoyed the process of opening up to someone.

• In 31% of cases the manager had recommended coaching and in an equal 31% of cases they were not involved at all. In one case the manager was the coach!

• “Coaching and mentoring lead to development and

performance improvement in both formal and non-directive

ways. It harnesses and recognises latent skills, enthusiasm,

commitment and talent to build confidence, and a shared view.

It also helps to create a reflective environment leading to self-

awareness.”

• “It is an embedded component part of the development toolkit,

and one which requires the individual’s drive for progress. It is

part of an ongoing drive to maintain a culture of learning and

adapting. Evidence from surveys (staff and IIP) suggests it is

informally embedded.”

The research findings: qualitative results

• “It has helped manage the loss of posts through a period

of change whilst improving performance against PIs,

raising customer service standards and retaining qualified

staff. Coaching has been an underpinning part of this.”

• “It has saved money: targeted to individual needs / time is

spent appropriately / development happens in a timely

and cost effective way / uses internal ‘free’ resource / not

PAID for any coaching for years!”

The research findings: impact of coaching

• “High impact (8 to 9 out of 10):

Coaching has been about “harnessing opportunities in difficult

circumstances”. Using coaching and searching questions has helped

find answers to cost saving demands. This has led to higher than

required savings. A natural progression of this has been the

development of workstreams to manage longer term ongoing cost

challenges, including people working outside their own areas.”

The research findings: impact of coaching

What next for coaching at NHDC?

- Embed good coaching behaviours through

staff training

- Develop internal coaching pool

- Steering group

- Promotion of coaching: what is it and how

can it benefit staff

“What would you say to other organisations considering adopting a

coaching framework as a tool to support staff through a period of

change?”

• Just do it! Combined with an understanding of the change curve it gives

opportunities to reassure people because you are listening, supporting and

giving some empowerment.

• It is an appropriate tool to use in the right circumstances. Has its place as a

proportionate part of development toolkit. Should be treated as

supplementary to organisational objectives.

• Do it! Give it a chance and don’t be afraid. There’s nothing to lose and a

huge amount to gain.

• Get senior management support and buy in, highlighting what’s in it for them.

• Do it incrementally, don’t shout loudly – it could put people off.

• It’s a really useful tool / approach for development if used in the right way =

ethical and skilled coaches and not remedially. It’s not always the right

solution and should only be offered when it is.

Actions to take away

What will you do as a result of the workshop?

Write actions on post-it notes & leave a copy on the board please

We are happy to follow up any of these points or answer any questions afterwards

tina@2jconsulting.co.uk

norma.atlay@north-herts.gov.uk

Thank you for your participation