Coaching, in an organisational context, is generally thought to be of two distinct types:
- Developmental coaching, which focuses on the capabilities of individuals and teams with the aim of raising their performance
- Remedial coaching, which focuses on the failings of individuals and teams with the aim of correcting their performance
The first of these is the area in which PeakDepths operates the majority of the time. However, there is a third way in which coaching can have a beneficial effect in organisations:
- Situational coaching, which focuses on the specific approach individuals or teams take to addressing a particular, real and current issue
Situational coaching, offers a way of having an additional, objective viewpoint involved in your problem solving or decision making process. Coaching in these circumstances comprises a mixture of facilitation, sounding-board, devil’s advocacy, challenge and support. Essentially, the coach’s role is to adopt the most beneficial style for those being coached, given the specific circumstances at particular times.
Of course, there will be developmental benefits along the way and possibly even some remedial benefits, but the primary focus is to ensure that the most appropriate conclusions are reached in the best possible timescales.
Situational coaching can be used to help individuals or teams address internal or external issues. The coach can be an integral part of the process, or can work from the sidelines to support the process. Although, the type of involvement will largely be governed by the needs of each particular engagement, it is possible to provide some situational coaching via telephone and email as well as in the traditional face to face format.
The length and depth of situational coaching engagements are very varied and can range from single meetings, through to long term projects requiring different amounts of contact.
- Making organisational changes (structural or cultural) – working with the senior leader, senior team and/or management group
- Developing innovative approaches to products and/or services – working with internal teams
- Managing major projects – working with existing project teams
- Collaborating with other businesses – working with your business alone or with all the parties involved
- Inducting new leaders into the business – working with the leader, their management and their team
- Establishing developmental programmes – working with HR, L&D and management teams
- Getting involved with community activities – working with the business and community bodies
Typical commitment over the engagement
- Single events: depends on event duration
- Working with individuals: ½-1 day per week
- Working with teams: 2-4 days per month
Typical returns on investment
- Addressing business issues more efficiently and more effectively, brings better returns, sooner
- Maintaining a strong focus on what is really important maximises the return on effort expended
- Increased confidence encourages people to work more collaboratively, delivering better results
- More robust decision processes ensures less reworking in the future
- Getting new people productive more quickly reduces their drain on the resources around them
- Talented people achieving excellent results
- Passionate people learning how to improve
- Satisfied people remaining loyal to the business
- A more capable organisation that performs better and achieve more