Reviews for Coaching On the Go (Impact)

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Coaching On the Go is being, or has been, used with:

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- a top 4 British bank within a wider programme aiming to improve employee engagement and cross-departmental collaboration. One participant in 2021 referred to the COTG Skills Report as being ‘frighteningly accurate’ making ‘a huge difference’ to their daily interactions.

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- seven different cohorts representing four different global organisations based in the UK on a Cranfield University Masters in Business and Strategic Leadership programme. The Leader-who- coaches approach was applied both to their everyday leadership and in the context of cross-border and cross-cultural working.

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- a major State-Owned Indonesian telecoms organisation applied the Coaching On the Go methodology to a cadre of internal coaches. Local native speakers were trained to facilitate effective application of the COTG Skills Reports. Feedback included dramatic insights that they were no longer constrained to only use coaching in pre-planned structured 1-2-1 meetings. As one individual exclaimed, ‘I can do this in the lift!’ (and they already held a globally recognised coaching qualification intended for them to apply in the business environment).

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- two cohorts of over 100 individuals from over 20 countries have experienced the Leaders-who-coach approach in Cranfield University’s globally recognised and highly ranked MBA programme.

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- three cohorts from a global American financial institution and two cohorts from a Japanese financial institution have and continue to apply the Leader-who-coaches approach to develop their leadership skills at the London Institute of Banking and Finance. The first cohort started in 2020. Respondents’ feedback tells us that the skills they are learning are relevant and immediately applicable. They have helped resolve difficult conversations with clients, enabled effective performance management, and improve their focus on strategic factors without being swamped by operational and ‘urgent’ matters.

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- the Communications Department in a global Big Four Consultancy is embedding the Coaching On the Go philosophy to address growing challenges around personal resilience and hence business effectiveness. The behavioural experiment has become part of their everyday language as they work together and support each other through changing their behaviours. In the next stage of their programme a workshop will be led and delivered by the senior team without the physical presence of the Coaching On the Go team.

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- several hundred HR professionals around the world in a global Japanese Banking business have explored the Coaching On the Go philosophy as part of their leadership development. As a result one of their US-based businesses is looking to expand the principles across the whole of their management layer.

 

Consulting Services Team for Global Firm

- The team is responsible for the global reputation of the firm, it comprises three senior leaders, with approximately 60 colleagues organised in subject matter expert teams.

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- The issues: patchy employee engagement scores as a leading indicator of the teams’ culture had been explained away as an outcome of two gruelling years through Covid. However, an increase in regretted losses over a year, suggested this was a worrying trend that could not be ignored. The three leaders also predicted that the unrelenting workload was not going to diminish but likely to increase. Furthermore, any toxic culture within the team would further hinder their ability to successfully recruit and onboard new talent.

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- Our approach: We began with in-depth interviews with the three leaders from which we agreed a way to positively position the COTG Skills Report. Our intention was to be forward focused and positive without ignoring the very real tensions within the broader team. Our framing was personal resilience and personal effectiveness which allowed us to call attention to the importance of having a team that is healthy and well and the link to performance.

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- The team leaders sent out a joint announcement introducing Coaching On the Go and they committed to talking to their respective teams during weekly meetings and daily interactions.

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- Every member of the team, including the three leaders, responded to the GIZMO and they received their COTG Skills Reports with personalised action plans relevant to their results.

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- We planned a series of three workshops: two facilitated by Dr Phil and Dr Jenny with the team leaders as active participants; the third facilitated by the team leaders.

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- The first workshop was designed to ensure that every member of the team felt valued and respected. Further, that they were given opportunities to explore with each other their COTG Skills Reports. They were given tools and techniques to understand the impact that they could have on each other, their clients, and the culture of the group. Everyone designed one or two personal behavioural experiments. They shared their commitments with each other.

 

Everyone with a supervisory role was provided with a set of conversation prompts to use within everyday conversations to ensure that the behavioural experiments were kept alive. Conversations were structured around four simple ideas:

o What are you experimenting with?

o How’s it going?

o How is that changing the relationships in, or outcomes of, your work

o I’m experimenting with…

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- The three team leaders received one on one coaching, so that they could build and carry the momentum of the first workshop.

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- The second workshop used feedback from the first workshop which indicated that two topics were of specific interest to the wider team. We therefore included some ‘teaching’ on the subjects: Personal Resilience; and, Onboarding New Work When You Are Already Overloaded.

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- We received some great results overall from this intervention: 89% said they would recommend COTG to others (NPS); 88% said they learnt new skills; and 87% said they will adapt their behaviour as a result of COTG.

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- They also told us that they learned:

• Power of questions and power of pause.

• Pausing

• Importance of listening and creative questioning

• Importance of questions and listening.

• Coaching questions, active, listening, coping behaviours.

• The value of listening and the value of sharing.

• We’re all in the same boat. Listen more.

• Pause, listen and prioritise value more.

• Mutual coaching plus listening, plus questions.

• Creative questions. help others.

• Be present, and listen!

• Questions!

• How to manage workload – some tools I can use.

• To ask questions!

• Coping mechanisms from other colleagues.

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