Our approach to coaching
Quite simply, coaching is about getting the very best out of someone and enabling them to make decisions that will improve their life.
Our approach to coaching includes a free initial consultation with all the stakeholders to agree to the objectives and parameters for the coaching session. This ensures that the purpose and chemistry are right.
After that, a more detailed fact finding meeting is held with the individual and subsequent coaching sessions agreed F2F and/or telephone based to suit the circumstances.
Why is coaching so popular?
In the 2004 CIPD Training and Development Survey, 78% of organisations ran coaching initiatives and respondents rated coaching and mentoring as the second most effective way for people to learn in organisations. Over the last few years, coaching provision has risen faster than any other learning method.
Coaching is obviously gaining not only in popularity, but also use. Most of the users of coaching were also able to identify tangible business benefits.
Our coaching solutions
Executive Coaching improving working relationships
Executive coaches are hired for a number of very different reasons. These could include wanting to climb the career ladder faster and feel more fulfilled at work; improve working relationships, be more effective in their role or a desire to get the life/work balance right. Whatever the reason, the objectives are agreed with the stakeholders at the outset.
Coaching for managers
Coaching is one of the most important leadership skills; it is also a skill that has been identified by the FCA as key in helping to protect customers.
Our manager coaching programme is intended to develop and expand the coaching skills of experienced managers. It will look at key aspects and current developments in coaching, how coaching can be structured and how to apply coaching skills to practical business scenarios.
Ian Patterson qualified for the part-MA Advanced Certificate in Coaching and Mentoring
It is important that people who coach (like other professionals) do so to the very highest standards. All of the coaches we use have a recognised coaching qualification. Depending on the circumstances, they also have Financial Services experience or otherwise as preferred. Ian Patterson, for example, was one of the first people to qualify for the part-MA level Advanced Certificate in Coaching and Mentoring offered through the Chartered Institute of Personnel and Development
Common questions about coaching:
Does coaching really work?
Ask anyone who has experienced coaching for themselves and they are likely to tell you that it has made a big impact. At the outset of any coaching programme, we agree objectives so that all parties can judge the success for themselves.
How long would someone see a coach for?
Usually a coaching relationship lasts between 4 and 8 sessions but can, of course, last longer if required.
Isn't coaching just like therapy?
Coaching shares some similarities with therapies and counselling. The focus of coaching is, however, focussed on the future (not the past) and is less likely to be problem-centred like therapy. The role of the coach is to enable the client to uncover their hidden abilities and motivations so they are empowered to take positive actions towards achieving their goals.
How does coaching differ from mentoring?
A mentor is generally regarded as a more experienced person who is able to guide and teach someone drawing upon their own experience. We believe this may sometimes be appropriate for a coach. More often, however, a coach will work with you so that you discover the questions and the answers for yourself.
What qualities does a great coach posses?
We believe that a great coach possesses positive and ‘can do’ beliefs. They work with clients to support and enable, not judge. They know how to listen, question, probe and know when to challenge and when to support. In other words, the role of the coach is to understand their role with each client.
What attitudes and behaviours do line managers demonstrate when they are coaching?
What stops them from being better coaches?
Has regulation with Financial Services skewed the way we look at coaching?
For the answers to this and other questions, click here to view research undertaken by Patterson Group.