This article appeared in Coaching at Work, Vol 6, Issue 5, 2011 and has been reproduced in full by kind permission of the publisher. Not to be distributed electronically or made available to public websites without permission from the publisher. For personal and internal organisational use only. ---------------------------------------------- Article Begins -------------------------------------------------------
“Get shifting” Sometimes mentoring can uncover unexpected results – such as the requirement for a spot of consultancy or full-blown coaching, as Sian Bryant discovered with a client recently. One of the rewards of working in the helping professions is the rich diversity of individuals, organisations, challenges and roles. However, this diversity sometimes brings confusion about what is needed to deliver the right results, at the right time, to the right people – is it coaching, mentoring, consultancy, or even counselling or therapy? Many think it unethical to shift from coaching, mentoring and consultancy to counselling or therapy – even if the practitioner is fully equipped to do so. They would rather bring the coaching to a close and refer on to a therapist or counsellor. But what about shifting around within coaching, mentoring and consultancy, as long as there is clear contracting? This is what Sian Bryant, an associate at Somerset-based coaching business, Spring, did in a relationship with Sidonie Flook, HR manager at National Friendly. Flook had studied with Spring’s Luke Thomas at postgraduate level for her HRM masters. After a lunch meeting with lead coach Thomas, it became clear that mentoring would be valuable – but not from him. Bryant had previously held a senior HR position in financial services at Nationwide. Given the structure and ethos of National Friendly – founded as a Friendly Society in 1868 – pairing Flook with Bryant as mentor made perfect sense. Hot debate The project started as a mentoring programme, but evolved into coaching work and included elements of HR consultancy elsewhere in the Society. “I wanted to enhance my skills and knowledge so that I was running an effective HR department. I certainly felt that these were improved – and I was able to transfer my learning into the workplace. Probably the most significant work for me personally was on self-awareness, communication and how I interacted with others. Bryant encouraged me always to see all sides, which is so important in interacting with others,” says Flook. Coaching vs mentoring in Bryant’s offer Mentoring
Mentoring
Coaching
Often ongoing, with a less clear end date
Usually has a set end date
Can be less formal, with meetings and advice offered as and when help is needed. In this case, however, we were structured, with a clear timetable of where Sidonie would like help
Structured in terms of the regularity of meetings, but the focus of this work became much more about ‘how’ rather than ‘what’
We took a broader view of the organisational needs and what was required by Sidonie to deliver against this
Personal and focused on specific development areas/issues
Mentor is usually more experienced and qualified than the ‘mentee’. “This was about passing on my knowledge and experience and connecting Sidonie to relevant other specialists. There was a degree of ‘what I did in the past was...’ ”
A coach doesn’t need to have direct experience of a client’s role, but in this case Bryant “did understand the role and the context within which the role was operating, particularly informed by the previous mentoring”
Focus was on what to do...
Focus on ‘how’, personal impact, etc
“Our agenda was set by Sidonie, meeting by meeting, with an agenda sent to me beforehand so I could ensure I had the right ‘head on’ for each session and could think about my own personal experiences that may have been helpful to share”
Our agenda was goal-specific, but more focused on a personal approach
Mentoring was about stretching and developing Sidonie’s professional capability in her standalone HR role
Our coaching relationship revolved around the development of personal capability
The extent to which coaching and mentoring overlap is the subject of many a hot debate. Bryant has set out her stance on the two (see above). The work was delivered face-to-face, by telephone and by email, with Bryant stressing that Flook could contact her at any point. Bryant provided additional feedback and input on areas within the Society where she felt HR could have a positive impact, and to raise the profile of the HR department in the business. Flook says: “One of the main areas we examined, and where mentoring moved firmly into the coaching arena, was in regard to organisational design and structure. Through Bryant’s support, I produced a proposal for organisational design principles and restructuring within the
business – which included different approaches from an immediate change to phased approaches. “Through Bryant’s guidance I was able not only to produce this proposal, but to present it confidently and gain buy-in from senior management. This type of work took HR to a different level because there was an increased strategic focus. It was long-term thinking with a thorough plan of how to implement it.” Strong track record She says that by working with Bryant she also implemented best practice for senior talent management, which meant HR being involved in the whole process. This included brand advertising and using different methods of assessment – from psychometrics to group discussions. National Friendly is a small organisation, with less than 100 employees, and its senior management places high importance on learning and development. This made it easier for the initial mentoring work delivered by Bryant to evolve into full coaching. Flook says working closely with Bryant was a key factor in enabling her to learn new skills and enhance the perception of HR in the business. Bryant, with a strong track record of delivery within Nationwide, Somerfield and Marks & Spencer, also found the project highly rewarding: “As Flook’s level of technical confidence grew, she was able to really extend the role herself and herself within it – so the opportunity for different coaching methods increased, with a decrease in my advisory capacity. We re-contracted around what our desired outcomes were going to be, while coaching in the second phase together. Flook developed a practice of self-reflection, and I placed a lot of focus on encouraging her to do that.” Fundamental belief Successful outcomes for the business included the planned restructuring, which saw the delivery of a job evaluation project. This had significant benefits for the organisation, with employees developing a better understanding of their ‘fit’ in the business, career planning, salary ranges and concurrent linking to the appraisal process. Flook had been working on an initial business plan. With Bryant’s guidance she developed it to show what the outcomes and benefits would be for the business. Flook says this focused her and her manager on what they were trying to achieve, and how they could link this in with individual objectives. Bryant adds: “We encouraged direct feedback. It meant an external perspective: holding up a mirror to what Flook was doing and thinking. It was all, of course, based on the fundamental
belief that Flook was a very capable person, and that this was all about growth, development and nurturing her talent. “Flook could drive things according to the organisation’s agenda, week by week. So, everything we discussed had a real, timely and practical angle to it ‘in the moment’, which also meant it was highly focused on what Flook and the business needed,” says Bryant, who holds an Advanced Diploma in Coaching & Mentoring from the OCM. Bryant ensured her move from directive mentoring to a coaching role was monitored, with extensive reviewing and personal reflection to ensure the requirements were being met. She invited regular feedback from Flook, as well as undertaking ongoing supervision. “My aim was to leave Flook in a highly resourceful position, including a strong external network of contacts, so that she knew where to go for support and resources – which in turn, helps to maintain an external perspective on where she takes the business. “We also keep in touch, despite the programme having ended.” email: info@springccr.co.uk www.springccr.co.uk September/October | Vol 6 Issue 5 © 2011 | www.coaching-at-work.com ---------------------------------------------- Article Ends ------------------------------------------------------About the Publication Coaching at Work is a bi-monthly magazine, which is available in printed or digital format. Subscription includes access to all articles published in the last five years; free registration on our global coach listing, worth £50; a monthly e-newsletter, and membership of the Coaching at Work global 3,000 plus Coaching at Work LinkedIn group. There are discounts on subscriptions available to members of the main professional bodies and some coach training providers. For more information, go to www.coaching-at-work.com To subscribe, call 0844 322 1274 or visit website www.coaching-at-work.info All rights reserved. ©