Coaching through coaching
Exploring The Journey from HR to Coach
Peter Mayes
www.petermayes.co.uk
My Journey
Construction Designer: see what others need
Work Study / Process Engineer : observing what others do
Trainer: creating what others need
Training Manager: stimulating organisational learning
OD Manager: understanding organisation politics
Consultant: providing solutions to a variety of organisations
Coach: asking questions of my clients and myself
www.petermayes.co.uk
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How I've changed?
Less driving
Less second guessing
Less leading
Less task driven
Non judgemental
More curious
More asking
More enabling person to try out
More challenging their behaviour I see
Using metaphor and clean approaches
Being authentic, in the room and intuitive
www.petermayes.co.uk
How we will work together today
Highly interactive session using my extensive
experience as a coach to facilitate some
innovative experiences
• time to think
• coaching in the round
• blind coaching
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CIPD view of coaching
Coaching targets high performance and improvement at work and
usually focuses on specific skills and goals, although it may also
have an impact on an individual’s personal attributes (such as social
interaction or confidence). The process typically lasts for a
relatively short period.
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It is essentially a non-directive form of development, though this
is not a hard and fast rule.
It focuses on improving performance and developing individuals’
skills.
Personal issues may be discussed but the emphasis is on
performance at work.
Coaching activities have both organisational and individual goals.
It provides people with feedback on both their strengths and
their weaknesses.
It is a skilled activity, which should be delivered by people who are
trained to do so. However, this can be line managers and others
trained in basic coaching skills
Championing better work and working lives
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The Association for Coaching® (AC)
Personal/Life Coaching
"A collaborative solution-focused, results-orientated and systematic process in which
the coach facilitates the enhancement of work performance, life experience, selfdirected learning and personal growth of the coachee." (Anthony Grant, University of
Sydney, 2000)
Executive Coaching
“As for personal coaching, but it is specifically focused at senior management level
where there is an expectation for the coach to feel as comfortable exploring business
related topics, as personal development topics with the client in order to improve
their personal performance.”
Corporate/Business Coaching
“As for personal coaching, but the specific remit of a corporate coach is to focus on
supporting an employee, either as an individual, as part of a team and/or organization
to achieve improved business performance and operational effectiveness”
Specialty/Niche Coaching
“As for personal coaching, but the coach is expert in addressing one particular aspect
of a person’s life e.g. stress, career, or the coach is focused on enhancing a particular
section of the population e.g. doctors, youths.”
Group Coaching
“As for personal coaching, but the coach is working with a number or individuals either
to achieve a common goal within the group, or create an environment where individuals
can co-coach each other.”
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International Coach Federation
(ICF)
ICF defines coaching as partnering with clients in a thoughtprovoking and creative process that inspires them to maximize
their personal and professional potential, which is particularly
important in today’s uncertain and complex environment.
Coaches honor the client as the expert in his or her life and work
and believe every client is creative, resourceful and whole.
Standing on this foundation, the coach's responsibility is to:
 Discover, clarify, and align with what the client wants to achieve
 Encourage client self-discovery
 Elicit client-generated solutions and strategies
 Hold the client responsible and accountable
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Coaching
Coaching is a series of meaningful discussions that
facilitate the performance, learning and
development of another this can be either at work
or with present or emergent personal dilemmas
(Peter Mayes 2009)
The art of enabling, encouraging, enhancing
effectiveness and effort (Peter Mayes 2013)
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Time to think
• With these principles in mind please work in pairs.
• Sit opposite each other and decide who will be the
listener first and who will be the reporter.
• The listener's job is to listen with interest,
fascination, curiosity and to show, without speaking,
how much they value this time and opportunity to
listen to the other person.
• The reporter talks about something that is important
to them, this may be a small thing or a large thing.
• The pair continues these activities for three minutes
they then swap chairs and swap roles.
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Coaching in the round
• One person selects the segment in the
round diagram they would like to work on
• The other person uses one of the models to
coach the person who has selected the
segment
• Do this for five minutes
• The swap over again five minutes
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VISIONS
and
VALUES
“spiritual” goals
what is my vision?
GOING
where do I want to end up?
destination goals
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Blind coaching
or content free coaching
You will need
• Pen
• Blank paper
• listen
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And finally with thanks for your time and
energy
Peter Mayes
Contact details
01793 882058
0793 334 4707
www.petermayes.co.uk