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Case Study 1 Strengths-based coaching for culture change & leadership effectiveness at Samaritans (plus practice in using tools to strengthen performance, resilience and engagement during high uncertainty and change): James Brook & Claire Watt
Business coaching is still largely based on theories and approaches that have their roots in traditional weakness or pathology-based models of human functioning. Deeply held weakness-based beliefs, attitudes and practices on both sides, many of which are subconscious and programmed through years of learning and socialisation, also jaundice the learning experience from the outset if they are not addressed by coach and client during the coaching.
Strengths Partnership has developed an alternative approach to coaching that is based on refreshingly different assumptions – that self-awareness and strengths deployment lie at the heart of performance excellence, growth and personal wellbeing. This pragmatic and energising session will introduce a very different coaching approach called the STRONG Business Coaching™ process, underpinned by positive psychology and strengths-based concepts and techniques including Flow, the Power of Positive Emotions, Self-fulfilling Prophecy, Strengths in Overdrive, Appreciative Intelligence and Strengths in Stretch.
This session will explore the opportunities, benefits and challenges of this new coaching paradigm by considering a case study of recent work undertaken for Samaritans, a leading UK-based charity whose purpose is improving people’s emotional health in order to create a greater sense of well being. There will be a strong focus on skills application, enabling participants to experience first hand how the different stages of the process and associated techniques can be applied in practice through “strong conversations” to ensure the client progresses from Aspiration and Awareness, through Action and Agility, to Achievement in a way that is meaningful, relevant and energising for them.
How will the session run
Learning outcomes from this interactive and high-energy session will include:
1. Exploring how positive psychology concepts and techniques, including positive emotions, self-fulfilling prophecy and ‘flow’ can be incorporated into your coaching model and approach.
2. Exploring the underlying beliefs of strengths coaches and how these inform their coaching perspectives and practice.
3. Understanding the STRONG Business Coaching™ process and how to apply this to help people maximise clients’ productive habits, as well as minimising risk areas to performance.
4. Skills practice around how to help clients ‘stretch’ and realise their full potential in areas of strength, as well as mitigating performance risks.
5. Learning how to deal with challenging coaching conversations and situations using a strengths-focused approach.
Following a brief overview of the background to strengths-focused coaching and the STRONG Business Coaching™ process, the Samaritans case study will be introduced to illustrate key learning and considerations in applying the process and techniques in an organisational context. Participants will then be invited to participate in a brief strengths-focused coaching dialogue to demonstrate how to move a client into a more positive mental frame conducive to accelerated learning and performance improvement.
Case study 2a
The Gentle catalyst – a story of coaching for leadership in difficult circumstances: Neil Scotton & Alister Scott
The Gentle Catalyst – a story of leadership in difficult circumstances.
Is there an alternative to hard, heroic, muscular styles of leadership in these challenging times? How can leaders re-imagine the emotional environment of the workplace and respond to stressful behaviours and demanding situations in ways that are transformational and non-confrontational?
This session shares the real life experience of one CEO, and the perspectives on catalytic leadership being developed by Neil Scotton (former UK ICF president) and Dr Alister Scott of The One Leadership Project. In this interactive session, participants will experience how gentle, catalytic leadership offers a calmer, more engaging way for leaders to navigate the realities of complex challenges, to be more effective by increasing awareness and responsibility whilst reducing confrontation, increasing resilience and well-being (of individuals and organisations) and offering a better space to be creative and to re-imagine new solutions to existing challenges. The people joining us will be able to learn both what this means as leaders, and as a coach or mentor supporting leaders who want to be more catalytic in a more peaceful way. They will experience:
• a rich learning environment
• engaging conversations
• habits that enable people to think mindfully and systemically, feel great and build trusting, generative relationships
Case Study 2b Kent County Council: coaching networks: Carol Wilson & Serena Cunningham
The South East Coaching and Mentoring network was formed by Kent County Council with the aims of creating a coaching culture, providing ILM-recognised coaching skills training across the county, and enabling the organisations in the network to provide coaches and supervisors to each other. The network is thriving and has since grown to encompass 16 organisations across the South East. In this case study presentation, Serena Cunningham, learning account manager at Kent County Council, and Carol Wilson, whose organisation Performance Coach Training provides the coach training, will describe how the network was formed, what it does, and answer questions about applying this successful formula in other organisations and creating a coaching culture in general. The presentation will cover the challenges and difficulties experienced along the way and how these were overcome, during difficult economic times, to establish the robust network that exists today.
Case Study 3
Delivering Organisational Cultural Change through Coaching Networks. Set up across geographic and functional boundaries,
these facilitated Coaching Networks were drawn from the Leadership cadre within the organisation and designed to enhance its
capability to deliver its strategic vision. The chosen methodology – a hybrid of team, peer-to-peer coaching and Action Learning – created clarity of purpose and alignment of behaviour across the participants.Chris rogers, ASK
Case study 4: Unilever: Mentoring for change: Katherine Ray
Historically, Unilever’s largely female customer base has not been reflected in by its workforce. However, thanks to an ambitious global mentoring programme launched in March 2009, this is changing. The Unilever Global Mentoring Programme was launched with the main objective of developing and speeding up high potential women’s readiness into senior leadership position within the organisation, and to help increase the number of female employees at all levels. So far, 21% of mentees have been promoted. Katherine Stone will share the ingredients for a successful mentoring programme, one which can deliver the large-scale change required to help businesses be profitable and sustainable.
See programme for more details