1. The Open University A Case Study
Veronica Barnes & Charlotte Bruce-Foulds
The Open University The OCM

2. Outline of the session The Open University Why coaching – now?
Why The OCM?
The programme – Phase 1
Evaluation
The programme – Phase 2
What now and next

3. The Open University's Mission
... to be OPEN to …
People
Places
Methods and
Ideas

4. The Open University A world leader in modern distance learning
Enables people to achieve their career and life goals by studying at times and in places to suit them
Founded to open up higher education to all; most undergraduate courses have no formal entry requirements, prior qualifications or experience
More than 250,000 students per year and since 1969 over 1.6 m people worldwide have achieved their learning goals by studying with us
Many of our teaching and learning resources are free of charge on line, MOOCS leader

5. Why introduce coaching?
Learning & Organisational Development
Management Development Survey
Different levels of development
Coaching to support the Highly Effective Manager (HEM) programme

6. A transferable skill Management Coaches Coach-Mentor
Coach / Mentor HEM
Delegates (‘Learners’)
Delegates begin to
use coaching approach
with own team
Coach across
the OU
Coach their
own teams

7. Why The OCM? Has a strong academic underpinning
Provided the hybrid of coach-mentoring to support management development
Offered a blended approach to learning
Covered core skills of coaching and models
Designed with emphasis on skills practice
Supported with Coach-Mentor Supervisor
Considered ethical issues

8. The Programme – Phase 1

9. How, what and when Selection of Coach-Mentors …
Programme promoted on L&OD website and in leaflets
Completed application forms including 3 reasons why they want to do this
Online self-assessment
Online questionnaire
Selection interview with OU and The OCM

10. What did the programme initially look like?
Started in May 2009
An initial 2-day workshop
4 x 1:1 coach-mentoring (supervision) sessions every 2 months
Online portal and one book – J. Starr
Interim half-day skills workshop
180 feedback from HEM learners
Final half-day review workshop

11. What does it look like now?
Recently started our 5th cohort and there are a few key differences …
More coaching support from delegates individual Coach-Mentor Supervisor (CMS), 6 hours instead of 4 hours to enable monthly contact
Introduce Action Learning in the initial workshop, so self-managed learning groups start immediately
More practice with models and an additional coaching framework

12. Models
Core processes and key skills supported by a range of other frameworks …
GROW
Appreciative Inquiry
Wheel of work/life
Skilled Helper Framework
Change House and other useful tools
working in this context, e.g. Forcefield Analysis

13. The outcomes
Quantative and qualitative feedback was captured from both the delegates (= coaches) and their HEM learners (= coachees) and it was extremely positive
For example, from the HEM learners …
“The time spent with my coach has enabled me to gain far more from the HEM than I ordinarily would, appreciate the lessons available in my daily working life and, more importantly to put them into practice with rewarding results”
“It has been an extremely important and valuable part of the development and will probably prove to have been the most valuable aspect of it as there is such a direct focus on my immediate work and goals”

14. Feedback from HEM learners on their coach’s behaviours

15. Feedback from HEM learners on their coach’s style & approach

16. Feedback / benefits from the coaches’ perspective
Importance of coaching in creating a safe space which provides opportunities to think
Coaching really helps to raise self-awareness and self-confidence
Provides an opportunity for the coachee to think about their own individual development
Encourages coachee to relate their development to organisational benefits
Importance of using coaching
conversations with direct reports

17. Differences made
The Management Coaching Programme provided by The OCM has …
Provided a sound and professional foundation for the development of coaches across the OU
Lived up to the choice of provider with an academic underpinning as models and theories have been challenged during the learning process
Enabled individuals across the university to experience the empowering characteristic of coaching

18. Activity 1 In small groups …
How do you currently use coaching in your organisation?

19. So what happened next …
By 2012 there was a critical mass of coaches who needed support, their frequent questions were …
Who could they coach?
How could they continue to develop and be supervised?

20. The Programme – Phase 2

21. Who can be coached?
Learners on the Highly Effective Managers Programme
Individuals
‘Coaching conversations’ & ‘coaching style’ with own staff on day-to-day basis
Teams
On behalf of Human Resources
Outside OU e.g. voluntary sector

22. How can the coaches be developed?
Qualifications
Short courses, Conferences, Seminars
Join local coaching groups
Open University’s Coaches’ Network

23. Feedback from Coaches’ Network events
‘I think this Coaches’ Network is a fantastic way of drawing on the experiences of others and being able to share with people who understand the OU and its internal coaches model.’
‘A really good overview of coaching which made me think about my own coaching style.’
‘I already thought I was an authentic coach, however, I will be reflecting on the ideas raised, to find out how I might develop further.’

24. How can the coaches be supported?
‘Owner’ of coaching
A formal process of professional support in a trusting and supportive relationship. Supervision ensures continuing development, sharing of experience and effectiveness of the coaches’ practice within the ethos and culture of the University …
1:1 supervision
Group supervision

25. Outcomes from coaching supervision

26. Activity 2 Discuss in small groups …
If you have internal coaches in your organisation, how might you support them?
Or, if you don’t have internal coaches in your organisation, what could you now do to create your own group of coaches?

27. What’s happening now? Formalising offering of Supervision
Individual basis
Group sessions
Considering an annual refresher
The Coaches’ Network events quarterly
Management Coaching 5

28. Organisational impact
Quality control
Coaches make a greater and higher
quality impact
Coachees make a better contribution to the organisation
Provides a source of organisational knowledge and learning
Maximises the potential of coaching and supports the investment