Coaching

There are many published works on coaching. The following definitions are particularly helpful in describing what coaching means for St George’s:

“Unlocking a person’s potential to maximise their own performance. It is helping them to learn rather than teaching them.“ (WHITMORE, J (2006) Coaching for Performance. London: nb publishing.)

“Developing a person‘s skills and knowledge so that their job performance improves, leading to the achievement of organisational objectives. It targets high performance and improvement at work, although it may also have an impact on an individual’s private life. It usually lasts for a short period and focuses on specific skills and goals“. (CIPD factsheet on performance management)

Mentoring in the workplace describes a relationship in which a more experienced colleague uses their greater knowledge and understanding of the work or workplace to support the development of a more junior or inexperienced member of staff. This is most effective when it takes place outside the line management structure and is seen as a more directive form of development than coaching.

At St George’s we have a number of in-house mentors. Please contact staff development if you would like details.

Here is what some of our staff have said about participating in St George’s coaching scheme:

• “(Coaching) helped me identify strengths and weaknesses and focus my approach to a more successful management style.“ – Senior administration manager

• “I found this an invaluable opportunity to reflect on the way I work. It helped me understand why I function well in some contexts and less well in others. It helped me choose how to focus myself.“ – Professor 

• “I‘d never done any sort of professional coaching before, but I found the process really helpful – it‘s really good to have someone to talk to who can be objective about things at work, and who knows the structure of the organisation and the people involved. Coaching also helps you to come up with some solutions you wouldn‘t have thought of before, as talking about problems means you have to explain the situation to someone else, and doing this makes you think about the problem from a different angle.“ – Administrator

• “(Coaching) provides an impartial view on a situation and helps to put work into perspective. It also helps you to talk about difficult subjects in a confidential and supportive relationship“ – Lecturer

• “(Coaching) has made me look at myself and realise that I can adapt my behaviour to make good relationships/get what I want from others without compromising myself and who I am.“ – Senior administration manager

• “Through coaching I have seen an improvement in my working relationships and have a clearer direction of career“. – Reader

• “(The benefit of coaching is) having the help of an impartial individual to guide you through a process of self-evaluation, planning and focusing, in managing anything, be it change, planning or management style. You actually do it all yourself, with their encouragement and steering to the right direction. The results are amazing, as you emerge from the process more confident and more effective. You identify and hopefully get rid of weaknesses and build on strengths.“ – Senior administration manager 

• “I have an increased self-awareness of my strengths and weaknesses at work. I particularly valued the flexibility of coaching; what is covered and when the sessions are scheduled.“ – Senior lecturer

• It is essentially a non-directive form of development.

• It is a coachee-led process and tailored completely to each individual.

• It focuses on improving performance and developing individuals’ skills.

• The emphasis is on performance at work. 

• Coaching activities have both organisational and individual goals and benefits.

• It is a positive process, providing people with feedback on both their strengths and their areas for development.

• It is a skilled activity which should be delivered by trained people.

1. Individual (and line manager) identifies coaching as a suitable method of development.

2. A suitable coach is selected by the individual from a list held by staff development. Staff development can provide assistance and more information in helping the employee to choose a coach.

3. An initial face-to-face meeting is arranged to ensure compatibility.

4. Coachee and coach complete a coaching agreement.

5. A maximum of four 90-minute coaching sessions will be arranged. These will be scheduled over a timeframe agreed between coachee and coach. 

6. We recommend and ask that the coaching partnership and coaching is evaluated.

We work with a number of external coaches, all of whom are qualified and supported by formal coaching supervision. Please contact staff development for a full list of coaches.