1. Coaching through coaching Exploring The Journey from HR to Coach Peter Mayes www.petermayes.co.uk

2. My Journey Construction Designer: see what others need Work Study / Process Engineer : observing what others do Trainer: creating what others need Training Manager: stimulating organisational learning OD Manager: understanding organisation politics Consultant: providing solutions to a variety of organisations Coach: asking questions of my clients and myself www.petermayes.co.uk

3. How I've changed? Less driving Less second guessing Less leading Less task driven Non judgemental More curious More asking More enabling person to try out More challenging their behaviour I see Using metaphor and clean approaches Being authentic, in the room and intuitive www.petermayes.co.uk

4. How we will work together today Highly interactive session using my extensive experience as a coach to facilitate some innovative experiences time to think coaching in the round blind coaching www.petermayes.co.uk

5. CIPD view of coaching Coaching targets high performance and improvement at work and usually focuses on specific skills and goals, although it may also have an impact on an individual’s personal attributes (such as social interaction or confidence). The process typically lasts for a relatively short period. It is essentially a non-directive form of development, though this is not a hard and fast rule. It focuses on improving performance and developing individuals’ skills. Personal issues may be discussed but the emphasis is on performance at work. Coaching activities have both organisational and individual goals. It provides people with feedback on both their strengths and their weaknesses. It is a skilled activity, which should be delivered by people who are trained to do so. However, this can be line managers and others trained in basic coaching skills www.petermayes.co.uk Championing better work and working lives

6. The Association for Coaching® (AC) Personal/Life Coaching "A collaborative solution-focused, results-orientated and systematic process in which the coach facilitates the enhancement of work performance, life experience, self- directed learning and personal growth of the coachee." (Anthony Grant, University of Sydney, 2000) Executive Coaching “As for personal coaching, but it is specifically focused at senior management level where there is an expectation for the coach to feel as comfortable exploring business related topics, as personal development topics with the client in order to improve their personal performance.” Corporate/Business Coaching “As for personal coaching, but the specific remit of a corporate coach is to focus on supporting an employee, either as an individual, as part of a team and/or organization to achieve improved business performance and operational effectiveness” Specialty/Niche Coaching “As for personal coaching, but the coach is expert in addressing one particular aspect of a person’s life e.g. stress, career, or the coach is focused on enhancing a particular section of the population e.g. doctors, youths.” Group Coaching “As for personal coaching, but the coach is working with a number or individuals either to achieve a common goal within the group, or create an environment where individuals can co-coach each other.” www.petermayes.co.uk

7. International Coach Federation (ICF) ICF defines coaching as partnering with clients in a thought- provoking and creative process that inspires them to maximize their personal and professional potential, which is particularly important in today’s uncertain and complex environment. Coaches honor the client as the expert in his or her life and work and believe every client is creative, resourceful and whole. Standing on this foundation, the coach's responsibility is to: Discover, clarify, and align with what the client wants to achieve Encourage client self-discovery Elicit client-generated solutions and strategies Hold the client responsible and accountable www.petermayes.co.uk

8. Coaching Coaching is a series of meaningful discussions that facilitate the performance, learning and development of another this can be either at work or with present or emergent personal dilemmas (Peter Mayes 2009) The art of enabling, encouraging, enhancing effectiveness and effort (Peter Mayes 2013) www.petermayes.co.uk

9. Time to think With these principles in mind please work in pairs. Sit opposite each other and decide who will be the listener first and who will be the reporter. The listener's job is to listen with interest, fascination, curiosity and to show, without speaking, how much they value this time and opportunity to listen to the other person. The reporter talks about something that is important to them, this may be a small thing or a large thing. The pair continues these activities for three minutes they then swap chairs and swap roles. www.petermayes.co.uk

10. Coaching in the round One person selects the segment in the round diagram they would like to work on The other person uses one of the models to coach the person who has selected the segment Do this for five minutes The swap over again five minutes www.petermayes.co.uk

11. DOING HAVING GIVING GOING NOW BECOMING BEING VISIONS and VALUES achievement goals acquisition goals relationship goals destination goals present time goals flexible goals personal character goals “spiritual” goals what do I really want to do? what do I truly want to have? what do I really need to have? how do I want to be with others? where do I want to end up? what is actually important today? how am I if my goals are not clear? to what extent am I willing for my goals to emerge? who am I? who do I want to be? what kind of __ do I want to be? (partner, friend, parent/child, colleague, leader, etc.) what is my vision? www.petermayes.co.uk

13. Blind coaching or content free coaching You will need Pen Blank paper listen www.petermayes.co.uk

14. And finally with thanks for your time and energy Peter Mayes www.petermayes.co.uk Contact details 01793 882058 0793 334 4707