My role at Canada Life is to help the business deliver the benefits of significant organisational change.
Since 2002, life insurance firm Canada Life in the UK has been programme of business process improvement, driving down expenses and creating a sustainable platform for future growth. Focus on improving our customer proposition has meant changing our business model to meet the needs of customers in distribution and service. We were also acquired by Great-West LifeCo in 2003, and are currently going through a European Integration Programme to align our businesses across Europe.
I came into the role as an internal business consultant rather than as a coach. But I discovered that the most effective approach I could take to positively influence delivery of change was based on 80 per cent coaching, not 80 per cent advising and consulting (the approach traditionally taken in this role).
My view is that employees at all levels need:
- an understanding of what is expected of them
- clarity about outcomes and what “good” looks like
- a willingness to get involved
- motivation to personally commit
- focus on achievement.
Coaching strategy
The term “coaching” might not always be used to describe what I do; the role might be referred to as programme support, process improvement, leadership effectiveness, personal development or even training. But this method of enhancing performance is recognisable as coaching once people understand the personal gain to be had from the individual space and structure that a coach can provide.
I believe that if coaching is to be effective in any organisation, staff need to consider three simple questions:
- What is expected of me?
- How am I doing?
- How do I need to improve?
Every employee should be able to answer those questions with clarity, passion and confidence.
Our senior managers recognise the value of coaching individuals when they see results and positive changes in their behaviour. They also appreciate the need for focused coaching to support the delivery of process improvement initiatives, and are committed to working alongside the coach to support their teams. A lot of coaching happens informally, because of the relationships the business consultants have developed over time with people throughout the organisation. Every business conversation we have represents an opportunity for coaching to take place.
How does coaching work?
At the simplest level I give people time to think and work out their next step. Sometimes they need help to understand their options, or someone to listen and recognise what they are going through. Or they might need space, with someone they trust, to come up with a fresh approach to a familiar issue. We send teams on a two day business simulator called Boot Camp, where they learn about a proven methodology for process improvement. Each team is assigned an internal coach who supports them during their review as they start speaking to customers, gathering data, identifying root causes and implementing process improvements.
Participants are required to lead their process reviews, setting aside their normal roles, for up to six weeks, during which time the coach will support the team as they enter new territory, challenge corporate culture and cut across divisional hierarchies to deliver processes that focus on the customer and quality.
Two coaches work with managers and project managers to develop general effectiveness and improve how they face challenges in the various roles they play: people managers, process managers and change managers. Offering a new manager the opportunity to work with a coach can provide a valuable sounding board for them in the early days. We don’t formally match new managers with coaches, but we will aim to get close to them and earn their trust. If we miss this opportunity to support and develop our managers we may find that poor management practices develop or that managers feel overwhelmed by their responsibilities. Coaching is also valuable to experienced managers who want to keep challenging themselves and developing their leadership skills.
One of my priorities is to coach managers through the coaching process so they can understand what they are experiencing and see the value in coaching their people. Being internally based, I can see where we need to change most to support the delivery of our strategy, and plan coaching around that.
For example, one programme team wanted to slow down the operational management team, whose members were so excited about the ideas they were working with that they weren’t considering the wider issues. A few simple questions and the management team saw that they needed to stop and think. This led to regular coaching for the programme team, the senior manager and his reports. As a result they all understand the value of time to reflect, recognise the challenges they face and the importance of listening to colleagues. I can now follow this up, and see whether they are taking their learning back into their day to day roles.
But it’s also important to knowing when you should let go. Unlike an external coach, an internal coach can be called on frequently. It’s natural to want to continue supporting inspiring individuals but it’s also important to empower them to take the next steps alone. When I think someone is ready to work without my coaching support, I ask them if they really need me any more. I have an obligation to the business to move on to other people who need the coaching more.
Challenges
Keeping the individual on the agenda when business needs become more pressing
Coaching sometimes fails because of changes in the organisation. As the business becomes more important than the individual again, the individual goes into work mode or their manager is less able to support the coaching.
Keeping the individual focused
Some managers endorse the theory but lack the time to put it into practice they need to be convinced of the value of making time to do things differently. Others rush in and develop strategy without enough reflection they need encouragement to take things more slowly.
Coaching the right people
If we see poor management practices in an individual it may be that they are simply mimicking their boss. If we are going to make a difference we need to get in at the top and coach downwards. Often, coaching an individual is about coaching a group.
Not getting involved in the politics
Rather than taking sides in a dispute, encourage staff to take multiple perspectives, developing both self and external awareness. The more you understand yourself and others, the more relaxed you can be about work.
Learning Points
- It’s good news when the people I am coaching don’t need me any more. They have the confidence and are empowered to continue their personal journey on their own.
- I cannot work with everyone match is important.
- I should always be working in the most important areas of the business. The organisation is paying my salary, and I need to work where I can make the biggest difference to make an impact.
- Coaching only starts when the coachee is ready, and it has to offer something to the individual.
- Coaching works best when the manager is in the loop.
Internal coaches – the pros and cons
Advantages
- Understands business culture and business aims
- Makes coaching more accessible to all
- Catches moments of truth as they occur
- Recognises coaching links across the business
- Has high personal investment in success
Disadvantages
- Can be perceived as working for the business, not the individual
- Relationships with people inside the business can affect how far staff are prepared to trust you – you need to gain the opportunity to build trust in the coaching relationship
- You have to be on top form at all times – having a bad day will affect the relationship