Kiki Maurey, a Coach-­‐Mentoring Approach 1.
2.
3.
4.
Name: Ms Kiki Maurey Address: Holly House, 31 Queens Road, Lyndhurst, Hampshire SO43 7BR Contact details: O7760 270 392 – kiki@kikimaurey.com Coaching qualifications: EMCC Level 7 Senior Practitioner in Professional Coach-­‐Mentoring (OCM Advanced Diploma -­‐ distinction) Education: MBA -­‐ Warwick Business School (full time), BSc Joint Hons – Univ. of Southampton (2:1) Qualified and licenced to use the following coaching / diagnostic tools and approaches: •
•
•
•
•
•
MBTI Step 1 / TKI Licensed Practitioner Motivational MapsTM Licensed Practitioner NLPTM Business Master Practitioner Approved to use the Warwick Business School Leadership Competency Framework CareerLeader Licensed Practitioner Approved Growth Accelerator Business Coach 5.
My overarching professional & philosophical approach to coach-­‐mentoring I am an advocate of the Situational Coaching Continuum developed by Eric Parsloe, one of the Founding Fathers of the coaching profession and with whom I trained. This allows me to flexibly support my coachees with their immediate challenges, as well as their longer-­‐term emotional mastery, resilience and leadership effectiveness by being both authentic and self-­‐aware. My clients rapidly develop new skills and confidence as well as insights into the motivations of others, how to improve team effectiveness and organisational / team performance, as well as raise their profile, improve their impact and influence. The situational coach-­‐mentoring approach goes way beyond standard coaching approaches such as GROW or the Skilled Helper Model as it provides a philosophical context and breadth to support coachees in a more holistic manner, from the gaining of soft skills right through to the acquisition of mindfulness skills to support their emotional and spiritual development. I believe that as human beings we have an enormous capacity to develop and grow mentally and spiritually, but that our personal ‘histories’ often block us from making the changes we wish to see in ourselves, and of course in others – including our peers and teams. 1 Kiki Maurey, a Coach-­‐Mentoring Approach Eric Parsloe’s ‘Situational Coach-­‐Mentoring Continuum’ Kiki’s different levels of COACHING INTERVENTION Intellectual Quotient Focus on acquisition of business & leadership KNOWLEDGE & SKILLS, incl. thought leadership. Practical support, sharing our combined experience. Emotional Quotient Focus on improvement of business & leadership PERFORMANCE & IMPACT via self-­‐awareness, the identification of POTENTIAL & the development of optimum ATTITUDES & BEHAVIOURS. Concrete ‘now’ needs and challenges Context driven / flexible and explorative Short term Medium term Spiritual Quotient Focus on the deeply PERSONAL, your life’s meaning & purpose to support your RESILIENCE in testing times. Includes the development of inner VALUES & ETHICS. Complex / transformative: a non-­‐
directive mindful coaching approach Longer term 6.
Supportive Tools The supportive tools I utilise with every coachee include the following: • MBTI stage 1 to identify personality preferences, working and communications styles, likely stress triggers etc (via formal MBTI Organisational Report and an in-­‐depth discussion via the MBTI self-­‐assessment workbook). • Motivational Map technology to identify a coachee’s key drivers at work as well as assess their current levels of engagement – with a view to maximising motivation and increasing awareness of what might motivate others (Motivational Map analytical report). • 360 degree feedback -­‐ in-­‐house or bespoke • Key performance objectives, and organisational / departmental strategies • Techniques to improve mindfulness, stress reduction, thought clarity, and perspective – all of which support increased emotional mastery and sound judgement. One of the keys to my successful coaching programmes is that the MBTI and Motivational Map reports are utilised throughout the life of the programme, ensuring a much deeper appreciate of ‘self’ and of one’s likely impact on others. Very different from the usual short one-­‐off debriefs provided when one undertakes these sorts of tools. I also encourage re-­‐running in-­‐house 360 assessments toward the end of the coaching programme in order to gauge progress. In addition, some of my very senior coachees have also opted to retake their Motivational Map assessment in order to map the improvement of their engagement -­‐ especially during significant organisational restructure and pressure. I also encourage coachees to keep a dedicated learning log of coaching conversations and to actively capture breakthroughs in their thinking or emotional responses. Some of my clients find keeping detailed notes works for them, others prefer visual reminders via own-­‐crafted diagrams 2 Kiki Maurey, a Coach-­‐Mentoring Approach plotting progress along a number of vectors. The coaching / learning log is an excellent reminder of the relationship and their personal and leadership development, and helps them maintain a sense of purpose, personal responsibility for improvements desired, as well as a record of ‘what works’ for when the coaching relationship is ended. A typical leadership development coaching programme might include the following general objectives. • To establish an in depth understanding of himself or herself including motivation, drive, strengths and weaknesses. • To leverage his or her existing strengths, and recognise and build on areas for improvement. • To identify clear understanding of what is required at the next level combined with a realistic appraisal of self and lifetime goals. • To increase his or her self-­‐confidence, which will lead to improved personal performance, and in turn improve bottom line departmental performance. • To support him or her as he or she delivers aims and objectives in an environment of significant change within the business area. Clearly career development coaching takes a slightly different approach as does executive (strategy and Board skills) coaching or even “whole life” coaching, nevertheless the principle of self-­‐awareness remains the central starting point, from which all else flows, eg thwarted ambition, ‘stuck-­‐ness’, lack of resilience or influence, poor communications skills, lack of followership etc. 7.
What could you expect to be covered at the initial coaching contract meeting? How might each subsequent coaching session be structured? I would expect to explore detailed Coaching Objectives with each individual by phone prior to session 1, in addition my Coaching Ground Rules would be shared and discussed at that initial phone call to ensure coachees take responsibility for the coachee’s Action Learning etc. All my coaching programmes are run with a maximum of 2 months between sessions, and more often than not it’s around 6 weeks. Some of my clients prefer and entirely face-­‐to-­‐face programme, others abroad opt for telephone or skype programmes. More often than not my clients opt for a mix of face-­‐to-­‐face and distant (phone or skype) sessions in a typically 7-­‐session programme with me. 3 Kiki Maurey, a Coach-­‐Mentoring Approach An indicative 5-­‐session leadership development coach-­‐mentoring programme might look like the following1: Session Number Indicative Content (also incl. agreed coaching objectives) Leadership & Exec Re-­‐establishing ground rules, coaching objectives, review of current Development personal and professional challenges, as well as reviewing how to Coaching Session 1 integrate learning from any previous leadership (etc) development 2hrs face-­‐to-­‐face programme. Myers Briggs Workbook for informal self-­‐assessment. Coachee to undertake to complete MBTI questionnaire for formal assessment, and initiate personal Learning Log. Leadership & Exec Debrief Myers Briggs Personality Profile (Organisational Report Stage Development 1) with a view to developing actions to enhance personal Coaching Session 2 effectiveness. 90mins by telephone Coachee to undertake to complete Motivational Map tool. Leadership & Exec Review of progress against coaching objectives, debrief of Development Motivational Map report and implications / action planning for Coaching Session 3 effective results. 2hrs face-­‐to-­‐face Reflective practice on any nuances in approach and changes in behaviour via the Learning Log. Leadership & Exec Review of progress, reflective practice on motivational drivers, self-­‐
Development awareness via MBTI report, and action planning for effective results. Coaching Session 4 Review of overall coaching programme to ensure delivery of coaching 90mins by telephone objectives. Leadership & Exec Development Coaching Session 5 2hrs face-­‐to-­‐face Review of progress, reflective practice on motivational drivers, self-­‐
awareness, review of 360 feedback, and action planning for effective results. Final review against coaching objectives, identification of any further development needs for coachee and ensuring they have an Action Plan based on their learning log, in order to maintain improvements. 8.
What personal attributes are key to my effectiveness as a coach-­‐mentor? I have a growing reputation as an effective coach-­‐mentor, keynote speaker and trainer with an ability to connect with my clients and coachees in a way that gives them inner confidence and faith in a bigger purpose to their lives and careers. This combined with a huge amount of practical experience as a senior leader, management and policy consultant to the public and non profit sectors, non-­‐exec roles (I have had 4 major public appointments) including Chairman of the Board, and a personal track record that demonstrates a resilience and wisdom that few other coaches can match. I also deliver very powerful masterclasses aimed to support soft leadership skills development, including influence, negotiating, presentation and speaker skills, alongside 1
It’s important to note that this is an outline of sessions and won’t exclude the inclusion of ongoing challenges and issues coachees’ will inevitably face during the programme. 4 Kiki Maurey, a Coach-­‐Mentoring Approach authentic leadership development – all supported by regular soft skills blog articles. 9.
What could you expect a coachee’s development action plan to typically include? There can be no hard and fast rules about what goes into someone’s ongoing development plan as it will very much depend on reviewing their initial coaching objectives, including their career aspirations and the degree of progress achieved during the course of the programme. However the leader development model below sets out some typical on-­‐going development foci: 1. inner confidence & resiliency 2. influencing & impact 3. strategic thinking & judgement 4. being a role model 10. How I look to ground the coaching relationship in the coachee’s environment. I would normally wish to see departmental / organisational / business strategies, the coachee’s JD and formal Goals and Objectives, plus any available 360 feedback reports. I have extensive experience of very senior public sector Board roles in housing, FE/HE, learning and skills, health, the arts, probation, voluntary and careers sectors. I have also worked for numerous local and regional authorities as well as major Govt Depts in a policy development and consultant capacity – all of which brings a deep wisdom to the coaching relationship. It remains for the coachee to ‘ground’ their learning into their own action and development plans. 11. How I have helped coachees achieve agreed-­‐upon goals, while also transferring the knowledge and skills needed to sustain their on-­‐going development independently. I provide the context to have very support but challenging conversations with my clients, this offers up numerous insights and breakthroughs for my coachees. It is then down to them to do something positive with their learning and this requires significant commitment on their part, in order to make the relationship work. The coaching process itself is rigorous as it depends on serious reflection between sessions, the maintenance of a learning log, and a commitment to actioning their respective action plans. The establishment of the initial coaching objectives, whilst requiring s-­‐t-­‐r-­‐e-­‐t-­‐c-­‐h also needs to be 5 Kiki Maurey, a Coach-­‐Mentoring Approach deliverable by the coachee. Contexts and circumstances change and sometimes unforeseen situations lead to some goals taking longer to achieve; having said that most of my coachees achieve significant career growth and success. 12. Additional support I offer to coachees outside of the formal 1-­‐2-­‐1 sessions Appropriate levels of text and email support are available, plus many of my coachees enjoy my regular blog articles. 13. The sort of companies/organisations I have worked with over the past few years: I’m now increasingly being approached by large manufacturing companies, financial services corporates etc, to coach their senior managers and leaders – despite my not having “relevant career” experience in these sectors -­‐ I find I am being selected for my wisdom and insight and unique approach to coaching and mentoring. Coaching clients include the following and covering a variety of industry sectors served and organisational types supported. This adds significant value to my already extensive experience and knowledge: Corporate Utilities and Manufacturers, FSAs, including Bank of America Merrill Lynch, including ScottishPower, JABIL, and Cummins The RBS Group incl. Lombard and Coutts, and Inc, plus various self-­‐funding corporate Nationwide, plus various self-­‐funding professionals corporate professionals Public Sector, including The British Govt SMEs, including Langland Advertising, REX, Cabinet Office, New Forest National Park, and Kudos Blends Aston Business School and Warwick Business School, plus various self-­‐funding health professionals. I am very happy to provide References on request. PROFESSIONAL MEMBERSHIPS • Member of the European Mentoring and Coaching Council • Associate Member of: the Institute of Consulting, & the Professional Speakers Association (PSA) 6 Kiki Maurey, a Coach-­‐Mentoring Approach CLIENT FEEDBACK • My website http://www.kikimaurey-­‐coachspeaker.com • LinkedIn http://uk.linkedin.com/kikimaurey “I just wanted to add my huge thanks to you for all your hard work and efforts on our behalf with our MBA Distance learning programme and coaching. Your boundless energy, insights and approachability make you a fantastic facilitator and we count ourselves very lucky to have had you as part of our ‘ extended’ family and team.” Sue Thorn, Director of WBS CareersPlus, Warwick Business School, University of Warwick “Kiki has specialised in diversity and equalities training, and even when tasked to handle ostensibly mainstreamed areas of work, she has traced and revealed the systemic and composite equalities nuances and themes that are involved in all work… She is a very special person and I would grab her quick.“ Jeremy Vanes, Chief Executive, Wolverhampton CABx Ltd, and Chairman of The Royal Wolverhampton NHS Trust “Kiki's energetic and enthusiastic style lends itself to a wide range of coaching, mentoring and development situations. She has a deep well of experience from which to draw and this enables her to appeal to audiences of any mix… we found Kiki to be an inspirational addition to our events.” David Allan, Head of RBS Secretariat “Kiki is the executive’s Swiss army knife. She really does have all the tools to help you enhance your performance and your business’s bottom line. Metaphorically, I carry her with me everywhere I go." Jo Chin, Chief Operating Officer, Langland "Kiki has all the qualities you would ever want in a leadership/career coach, to really understand you, your motivations and where your developments needs are. Within 45 minutes of just one career coaching session with Kiki, using both Motivational map and Myers Briggs reports, 6 months of frustrations around what 'that next role' could be was resolved for me!” Lydia Carghill, Interim Lead, Systems, Data, Procurement Infrastructure and People Engagement, RBS Kiki Maurey Consultancy Limited (KMC) Mobile 07760 270 392 - kiki@kikimaurey.com Main Office: Holly House, 31 Queens Road, Lyndhurst, Hants SO43 7BR, UK Companies House Registration No. 06415617 VAT Registration No. 173 3342 21 Registered Office: c/o GFM Accounting Ltd, Heywood, Southampton Road, Lyndhurst, Hants SO43 7BU, UK 7