How we do executive business coaching

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Executive Coaching

How We Do Coaching - The Tavistock Method

Our Approach

Our approach to executive coaching is based on the Tavistock Method. It emphasises the psychodynamic nature of human behaviour and the systemic nature of organisations. Psychodynamics acknowledges the ‘inner workings’ of the human mind and the need to ‘work below the surface’ when coaching managers and executives: helping them to become aware of the less apparent feelings, assumptions and responses in themselves and in others that may be influencing their decisions and actions. Systems thinking emphasises the reality of ‘interdependence’ and ensures that our coaching focuses on the complex interactions between person – role – organisation which is the fundamental characteristic (and often the three horned dilemma!) of the executive’s world.

Within these traditions we do process coaching, i.e. the coach is less concerned with the content of the problem or issue, more so with the process by which the manager, identifies and solves problems and attends to issues. The coach :

listens to the issues related by the manager and helps along the process of self clarification.
attempts to understand the meaning of the presented issues for the system, including the manager, his role and the organisation.
facilitates self discovery of the dynamics underlying the presented issues (the real issues).
creates an environment that enables the manager to find and implement own (and owned) solutions and actions.
supports implementation of decisions and reviews with the manager, feedback received on his efforts.

Coaching Objectives

Our approach to coaching helps the manager to achieve the following objectives :

greater confidence in exercising appropriate authority. · Enhanced ability to use the full range of emotional and intellectual experiences, as a resource for understanding and monitoring own behaviour as well as the behaviour of others.
increased flexibility in assessing situations and choosing responses.
clearer understanding of own strengths and limitations in managing and leading.
greater readiness to use the skills of reflecting on experiences and analysing them as a basis for generating and testing new ideas about the functioning of the business and how to enact the executive / managerial role.

The Coaching Process

The objectives are achieved by a coaching process that emphasises :

an open agenda determined by the coachee and starting from issues, incidents, dilemmas and concerns uppermost on his/her mind at the time.
setting objectives to be worked on, based on the coachee’s needs and reviewing progress at each meeting.
being open including the readiness to take risks, try new ways of behaving, acknowledging and learning from mistakes.
tolerating uncertainty and not knowing.
avoiding the search for answers before understanding the questions.
being willing to work with what is being felt as well as being thought.
respecting the other, personally and professionally.

The Coach (Our Coaches are accredited with the Tavistock Institute) The process is facilitated by a competent coach who is able to :

provide a confidential and secure setting in which to work together : a container.
actively listen, both on the surface and below the surface, and to reflect back, summarise and re-frame issues, problems and situations.
suspend judgment and offer suggestions and hypotheses for testing.
respect the authority of the coachee in the judgments, decisions and actions he/she is making and taking.
draw on his/her knowledge of, and experience with, their experience of consultancy in different organisational settings and on their personal reflections on taking up various work roles.
express empathy with the emotional experiences of others.
provide a language of concepts and ideas, which can be used and tested as working tools for managing and leading staff.

Entering Coaching

Our approach is both a collaborative and goal directed. Coachees are offered an initial exploratory meeting to identify issues that they wish to work on. At this meeting, ground rules about confidentiality and openness are established. Objectives and expected outcomes from the coaching are clarified and agreed as well as methods of evaluating progress, which could include contact with the coachee’s supervisor or direct reports. Decisions are made on how to communicate between sessions and whether additional information about the coachee is required such as CV, assessment report, appraisal or other feedback on performance. We do not routinely use psychometrics within coaching but are able to do so if this would be helpful to the coachee.

We contract for five coaching sessions, after which we review progress and plan further sessions if desired. The spacing of sessions is negotiated between the coachee and coach. In general coaching sessions occur at two or three week intervals. Each session lasts for one-and-a-half hours. The sponsor of the coachee receives regular feedback, review and evaluation, which serves to maintain momentum.

Coaching Outcomes

Coaching has helped key members of staff to :

manage complex organisational change more effectively and with greater confidence
identify stakeholder issues earlier, minimising impact on the organisation
boost personal and team effectiveness
inspire and empower higher levels of performance in others
develop an identifiable leadership style
create powerful and effective relationships at work
manage career advancement
manage personal well-being and work/life balance
assert authority appropriately
unlock their true potential
experience mastery satisfaction, professionally and personally