A framework for combined coaching effectiveness

In reviewing the findings, drawing them together and examining them in conjunction with the literature it is possible to contextualise and suggest the main factors that are necessary for a potentially effective combined coaching intervention. In line with the interpretivist epistemological stance adopted for this study, the findings in relation to the extant literature have been constructed into a framework that comprises the components and synergies of a coaching development initiative within an organisation. It must be borne in mind that this framework is drawn from the findings of this context specific study, and whilst transferability is possible, generalisability is not claimed and must be viewed from a critical stance. Figure 7.1 presents the framework below.

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Figure 7.1: A framework for combined coaching effectiveness

Factor One: Clear organisational purpose

Clarity of the overall purpose of the development intervention and why it is important to the business, along with what the combined coaching initiative is trying to cause at an individual level and at an organisational level, appear important to success. Having an overarching purpose that goes beyond the development of the participants, and specifically addresses a broader organisational strategic goal enables all constituent parts to be

engaged. This provides a unifying effect and enables stakeholders to be aligned with the overall intention and see how the component parts are congruent with, and contribute to, the overarching goals of the initiative, and the link to the organisational goal.

Factor Two: Participants who are committed to developing themselves

Coaching requires commitment therefore participants who want to develop themselves and are open and willing to engage in coaching, who understand what coaching can and can’t do and who are prepared to put in the time and effort required to make it work for them are a key factor. The combination of both types of coaching enables a range of

137 participants who bring a plethora of different areas and issues for development to benefit.

Attention needs to be paid to avoid organisational hierarchy and conflicts of interest to ensure a safe and open space is provided.

Factor Three: Coaches who are competent, trusted and credible to participants Individual coaches who are competent and willing to build trust and are committed to working with their clients over an 18 month period. The coaches who undertake the individual coaching need to have had some formal coach training and to be credible with their coaches in the coach role. However, they do not necessarily need to be expert or executive coaches; they can be line managers trained to do coaching within the

organisation. Group coaches working in pairs and in partnership to deliver group coaching sessions work well. A combination of internal executive coach and external executive coach ensures the optimum balance of understanding fully the context and nuance of the

environment within which the development initiative is taking place, coupled with the objectivity and external experience from outside of the system. The expertise that the external coach brings to handling groups and the inherent challenges and complexities this brings to coaching is critical to being able to hold the group, regardless of what emerges within the group sessions. Together, the two types of coaches bring different perspectives and appeared to be optimal in supporting the intervention.

Factor Four: Structured connections in ’safe spaces’

The structure of having a set number of individual coaching sessions, e.g. 12, and a set number of fewer group coaching sessions, e.g. 6, spread out over an 18 month timeframe provides structure for all stakeholders. Having sufficient time between individual sessions – approximately four to six weeks is suggested – with group coaching interspersed across the 18 months, allows for experimentation between sessions and for the interplay between individual and group coaching to take place. The design of the group coaching sessions is enhanced by having an underpinning structure such as ISTRA (Intention, Stories, Themes, Resources and Actions) adds focus and consistency and is flexible enough to respond to the nuance that each group encounters. The selection of the topics covered needs careful attention and will ideally be based on internal and external research. This enables the group coaching sessions to be resonant and have face validity for the participants and the organisation. The careful balance of structure and freedom requires trust from the sponsors or Steering Team to ensure that the overall intention of the initiative is adhered to, whilst ensuring the most culturally appropriate coaching work is carried out with the

138 groups. In a similar way, trust is required of the individual coaches that they will maintain the discipline and focus required to support their clients through the journey

Factor Five: Robust supporting infrastructure

An aligned Steering Team provides guidance and alignment for participants, line managers and other supporting stakeholders so that they can be educated and engaged with the overarching aim of the development initiative, supporting effective results. Organisational support in terms of budget, business sponsorship and endorsement is an important factor in ensuring that sufficient priority and support is available for the initiative.

Outcome: Combined coaching for organisational effectiveness and impact At the centre of the framework is combined coaching for organisational effectiveness and impact. The impact of combined coaching can be felt at the individual, group and

organisational level. At the individual level, personal development and growth is supported and amplified by the group interactions. The group develops their identity and gains strength from each other and from being part of a larger collective – the total population of the participants. The organisation is impacted from the ripple effect of these leaders taking deliberate actions and holding their identities in the broader organisation.

In this study, the above framework was identified as comprising the underpinning factors enabling success. The Presidents of the three Divisions of Consumer Healthcare, Global Manufacturing and Supply and Core Business Services were all very actively supportive in endorsing and funding participants to attend. Suggestions for potential further

enhancements will be made in Chapter Eight: Conclusions and recommendations. Line managers were identified as the ’weak link’ in the chain of support for the current study – the variability of their support, commitment and capability led to mixed transference of learning from participants. It is important that they are educated as to the overarching organisational and business purpose for the initiative and that they have access to support and resources so they can play their role of line manager appropriately – not only in tripartite meetings, but also in giving feedback to the participants on a regular basis.