Leading professional coaching and mentoring firm, The OCM, has enhanced its leadership team with the appointment of Kathryn Kernick as Managing Director of OCM Enable to support and grow the business.
Kathryn brings over 25 years of leadership, coaching, and talent development experience, and has worked extensively with both UK and international clients to drive leadership excellence and organisational growth. She joins from the Center for Creative Leadership (CCL), a top-ranked, global, nonprofit provider of leadership development and a pioneer in global leadership research where she worked for over 10 years, most recently as Director of Coaching for Europe.
Prior to this Kathryn was Director of Client Solutions, at Korn Ferry, a global management consultancy firm, working with Boards, CEOs, Chief Human Resources Officers and Chief Learning Officers to align their talent strategy with their business strategy.
Commenting on her new role Kathryn said: “I am delighted to join The OCM, a purpose-driven organisation, with a strong portfolio of UK and international clients in many sectors including FMCG, Manufacturing, Finance, Healthcare and Technology, as well as a rich heritage of pioneering leadership coaching and mentoring. The OCM was founded in Oxford in 1998 when leadership coaching was just emerging as a critical need, it has been at the forefront of leadership coaching and mentoring ever since.
“I’m a passionate believer in the power of diverse perspectives and experiences to drive organisational success, combined with a dedication to excellence, innovation, and meaningful impact. I look forward to building on the company’s legacy and delivering coaching and mentoring programmes that help individuals, teams, and organisations to thrive.”
Ed Parsloe, CEO, The OCM, said, “We are thrilled to welcome Kathryn as our new Managing Director of OCM Enable. Kathryn has had an impressive career to date and her rich experience in leadership coaching and business development skills will be a real asset to our business and our clients. We look forward to her helping us expand and strengthen our UK and global presence.”
Cooper Parry officially launches the third vertical of VentureCEO, focusing on data.
Partners of the programme include AWS, IQ Capital and {insert}.
The curated 10-week collaboration provides direct access to experienced CEOs, specialised content and personalised mentorship sessions with industry experts.
VentureCEO has officially launched its ‘Future of Data’ cohort -the flagship early stage programme by Cooper Parry’s Tech & High Growth team – the leading UK startup and scaleup advisor in the accounting and tax space. It’s the third vertical of VentureCEO; a collaboration designed specifically for early-stage CEOs who have raised up to £8m and are utilising the transformative power of data.
With data driven companies generating an estimated £343 billion in annual turnover (6% of total UK turnover) in 2023 and employing 5% of the total UK employees across the economy, advances in technology and data are reshaping both business and consumer markets. The number of UK based AI companies alone has increased by over 600% over the last 10 years. However, entrepreneurs in this sub sector must overcome major barriers to accelerate mass adoption of these technologies and deliver outcomes that ensure user trust.
Building on the success of previous collaborations, this invite-only group of 20 CEOs is the biggest cohort to date, and has a focus on pioneering innovations in data across various sectors such as software, SaaS, AI and sustainability.
The 10-week collaboration provides a series of deep dive sessions, in person events, panels, and workshops to help the early-stage CEOs get unique insights and support from later-stage CEOs (series B and beyond) and domain experts who have successfully navigated the complexities of scaling businesses, while also creating a powerful network.
Steve Leith, spokesperson for VentureCEO and Partner and Head of Tech & High Growth at Cooper Parry, comments on the purpose behind the programme:
Steve created the team to support over 500 scaleups and high-growth companies in the UK. Before joining Cooper Parry, he spent 20 years in Grant Thornton’s Technology team and has worked with scale-ups that have raised in total over $5bn in venture capital. He has mentored at Wayra, Seedcamp, Microsoft Accelerator, L Marks accelerators and Cisco EiR London. Steve also supported the Tech Nation sector and scaleup programmes working with the UK’s fastest growing scale-ups.
“The “Future of Data” cohort represents a group of hugely high potential CEOs who will go on to build another wave of disruptive data-driven businesses in the UK. The ecosystem has seen great success from similar data-led businesses scaling over the past few years, securing significant funding and achieving major exit events.
“This collaboration is designed to equip these early stage CEOs with key insights and learnings from later stage CEOs and leaders who have scaled businesses through adversity and opportunity and ultimately achieved success. We are extremely fortunate to have the support of our incredible partners who will be crucial in the facilitation of learning and community building to help these leaders succeed.”
Supported by commercial partners including Amazon Web Services (AWS), IQ Capital and Fox Williams},expert advice is on topics such as competitive strategy and building a board is also on hand from Daleth and MyNonExec who continue their support for the VentureCEO cohorts, alongside a dynamic array of sector specialists including CharlieHR, Luminous PR and Cooper Parry Wealth. Each brings a unique set of resources and expertise to further enrich the experience for participating CEOs.
The later-stage CEOs involved include Tugce Bulut, formerly of Streetbees, now founder of alchemy A.I, Odera Nonyelu Ume-Ezeoke who successfully exited Viewsy, Paul Humphrey, CEO of BMLL, and Husayn Kassai, formerly of Onfido which was acquired by a US competitor in a deal that marked Oxford University’s largest-ever return on investment for a student-led start-up. The four data visionaries have all been at the helm of some of the UK’s most innovative data scale-ups and during their tenures have raised a combined total of over $300m.
Paul Humphrey, CEO of BMLL, adds: “The current business landscape demands a strong grasp of data to drive growth and innovation. Advice and guidance from seasoned CEOs was invaluable in my own journey, so it was an easy decision to join VentureCEO’s program and support the next generation of data leaders.”
Over the 10-week VentureCEO Future of Data programme, the CEOs and Founders in the cohort will have access to the following program elements:
CEO Stories: Exclusive sessions where later-stage CEOs (Series B and beyond) share their experiences and insights.
CO Strategy: Deep dive sessions on topics such as adaptive culture and competitive strategy, led by subject matter experts.
CEO Circles: Curated communities of CEOs at similar stages, facilitated by experienced coaches and organisational psychologists.
CEO Wellbeing: Focused on maintaining founder well-being, with strategies for positive leadership and mental health resets.
VC Office Hours: Sessions with top deep tech investor Jonno Evans from IQ Capital, offering fundraising advice and pitch deck reviews.
VanessaLoves.Life, a pioneering emotional coaching company spearheaded by the esteemed ‘naked coach’ Vanessa Louise Moore, is delighted to announce the launch of its innovative corporate proposition designed to transform workplace dynamics and foster a thriving emotional environment.
Vanessa, renowned for her transformative approach to emotional well-being, focuses on identifying and removing emotional blockages that hinder personal and collective progress. Her philosophy of ‘naked coaching’ strips back the layers that mask our true selves, enabling individuals to live in the present and achieve a state of peace and authenticity.
The new corporate programme promises to equip teams with essential tools to enhance their emotional intelligence, self-awareness, and interpersonal relationships. Tailored specifically to the needs of each organisation, Vanessa’s bespoke workshops will address vital workplace issues including ego management, stress reduction, breaking down silos, cementing connections, dealing with toxic behaviours, enhancing pride, boosting company loyalty, and effective conflict resolution.
Vanessa offers a full-day workshop for teams of up to 15 attendees at a cost of £3,000. For those seeking a shorter session, a half-day workshop is available for £1,800. These sessions not only provide invaluable insights and strategies but are also complemented by a unique follow-up support system.
All attendees will benefit from ‘Bliss Whispers’, a complimentary service providing daily voice notes of positivity and motivation from Vanessa herself, free for one month following the session. This ongoing support ensures that the seeds of emotional well-being and productivity planted during the workshops are nurtured to fruition.
“Today’s workplace demands more than just technical skills. Emotional intelligence and team cohesion are critical for achieving sustained success,” says Vanessa. “Our new corporate offerings are designed to address these needs directly, providing teams with the strategies to overcome hurdles and excel together.”
Each workshop will be uniquely crafted in partnership with in-house teams, following a detailed consultation, to ensure that the specific challenges and dynamics of each team are comprehensively addressed. With Vanessa’s expert guidance, companies will see a significant transformation in how their teams operate, leading to improved morale, increased productivity, and a stronger corporate culture.
LONDON, 7th August 2024 – Becoming a manager for the first time is an exciting career milestone, but it also brings many new challenges. First-time managers must quickly learn how to lead others, delegate responsibilities, provide useful feedback, and manage team dynamics – skills that aren’t always natural for those newly promoted.
To set up new managers for success, organisations should invest in quality training and ongoing support. Experts at global digital coaching platform, CoachHub, share some of the best practices for developing confident, capable first-time managers:
Provide formal management training
Organisations should enroll their new managers in fundamental training. This should cover key competencies such as communication, conflict resolution, goal setting and performance management. A blended approach incorporating instructor-led classes, e-learning courses, and additional resources can provide a solid skills foundation.
“Leadership coaching can serve as a guiding light, aiding new managers in recognising their inherent leadership strengths and cultivating a clear vision of the type of leader they aspire to become. This process not only facilitates a smoother transition for the manager but also for their team.” said Sarah Henson, Senior Behavioural scientist at CoachHub.
Offer continuous learning opportunities
Provide new managers with access to ongoing leadership development resources like workshops, coaching programmes or mentoring. Continuously developing their skills will benefit them and their teams.
Thrust into unfamiliar territory, many freshly appointed managers often find themselves relying on their personal experiences, attempting to copy the communication and leadership approaches of their previous managers.
But the learning can’t stop after the initial onboarding. “Management development should be an ongoing process with continuous learning opportunities. Most important, is to provide a safe space to reflect upon and learn from both the successes and the mistakes so that they can develop their skills and confidence,” said Sarah Henson
Define expectations and monitor progress
Set clear performance goals and expectations for new managers during their first year. Frequently check in on their progress, provide constructive feedback, and identify any areas where they need extra coaching or support to improve.
“You can’t just set expectations and let them figure it out alone.” added Rae Chowdhury, Regional Director UK&I and Middle East “Goal setting is especially important because it provides direction. Without clearly defined expectations, new managers can struggle to prioritise and focus their efforts in the right areas.”
Coach the coach
Another simple yet effective way to support first-time leaders is to ‘coach the coach’ and provide feedback on their coaching ability. This allows for continuous improvement of the digital coaching platform, ensuring it delivers specific, actionable feedback on key leadership skills.
“By regularly assessing and refining digital coaching, organisations can ensure that first-time leaders receive the most relevant and impactful guidance,” explains Rae Chowdury “This process of ‘coaching the coach’ allows organisations to stay ahead of evolving leadership challenges and provide cutting-edge support to new managers.”
Celebrate quick wins
Transitioning to a management role can be stressful and fraught with challenges at first. Recognise the new manager’s small wins and successes along the way to stay motivated, engaged, and confident in their abilities.
Frequent celebration of small milestones alsohelps combat feelings of burnout, imposter syndrome, and disengagement that can creep in when new managers face a difficult learning curve. Staying motivated and engaged is key, as disillusionment early on can severely hinder their long-term potential as a leader.
“By fostering an environment that consistently highlights progress and achievements, organisations make the transition feel more manageable and reinforce the behaviour and mindsets they want to see in their management staff.” said Chowdhury
With the right training framework and support system in place, organisations can successfully guide their talent in becoming effective first-time people managers who go on to develop highly engaged, productive teams.
Written by Diane Newell, Managing Director, OCM Discovery at The OCM Group
Coaching and mentoring can be powerful tools for developing a strong leadership culture and fostering personal and professional growth, in service of business success.
Organisations, large and small, have seen their use of coaching, especially external coaching and mentoring, grow exponentially over the last five years or so. Investment in coaching and mentoring is an increasing part of many organisation’s HR, L&D or Talent budgets.
The potential for coaching and mentoring is well supported by studies that confirm their power in making learning opportunities count, building engagement and nurturing diverse talent.
A Berson & Associate study found managers with coaching skills increased business performance by 130%. Another study showed 80% of employees reporting higher performance at work, higher productivity, improved communication, and improved well-being[i].
Historically, organisations have often turned to coaching and mentoring as a reactive or opportunistic solution when facing business challenges like under performance, organisational change, or M&A. It is effective in meeting situational or short-term needs but can mean the organisation’s strategic goals and objectives for coaching and mentoring investment haven’t been properly thought through. This makes it difficult for HR leaders to assess the full value and ROI of the coaching.
How will they know, for example, that their investment in coaching and mentoring is fit for purpose? Is it maximising benefits with the right mix of initiatives for their organisation? Is it making the most of the resources they have, in line with the organisation’s overarching strategy and priorities?
These are all questions that need to be answered to ensure every drop of investment counts at a time when many organisations are facing financial pressures.
Barriers to overcome
Understanding coaching and mentoring investment can feel like a job for the ‘too hard’ pile. It can be a real challenge to find and bring together the data on where investment is being made, so that you can get an overview of the whole process and an understanding of the opportunities for greater return. There can also be barriers to getting a focus on and coalition for change around coaching and mentoring.
In some organisations the biggest hurdle is a structural issue – there simply isn’t anyone with overall accountability for coaching and mentoring, nowhere to hold responsibility or gather information.
In other organisations, it is cultural: leaders wanting to ‘own’ their own investment in coaching may resist what they see as ‘interference’ from HR or L&D functions.
Also, barriers can be created by a more general absence of strategic linkage between HR, talent or L&D investment and strategic purpose and goals – which means that there’s no ‘organisational energy’ for the issue.
But whatever the barriers, building a coaching and mentoring strategy with policies and resources that deliver against the organisation’s purpose and priorities is one of the most powerful contributions to organisational agility and adaptability HR can make to the business.
It’s akin to increasing the talent bandwidth; change and adaptation flow faster allowing much more to be done by more people simultaneously, which ultimately drives organisational success.
A checklist for success
Because it can be hard to know where to start with this, it’s useful to have a simple checklist to work against as you think about how to ensure your investment in coaching and mentoring is effective and fit for purpose.
Set clear objectives – establish the desired changes in behaviour, impact and culture that would deliver greater success and ensure coaching and mentoring initiatives match. Clarity of purpose is essential both for effective programme design and for learning or evaluation.
Align with organisational goals – clarify the purpose of coaching and mentoring and ensure it is aligned with organisational goals. The desired changes in behaviour, impact and culture of the workforce must deliver against the strategic goals, purpose and values of your organisation.
Review individual coaching contracts – individual coaching contracts or programmes need clear intent. Some of that intent will be individual or contextual but it must align with the purpose of coaching and mentoring at an organisational level.
Track investment – it’s vital to know how much is being invested in coaching and mentoring across the organisation, on who and why. Ensure someone has responsibility for this and it can be easily accessed at any time.
Acquire insight through data – you can’t learn from what you don’t review. Collate data on the impact of coaching and mentoring by measuring the changes in behaviour, impact and culture against those that the organisation seeks.
Ensure full transparency – have a clear policy that is transparent across the organisation to explain where and who you make coaching and mentoring investment in, and why.
Check inclusivity – understand whether any groups are disadvantaged in terms of access, and whether disadvantaged or under-represented groups are receiving the coaching and mentoring support that meets their needs.
Establish professional standards – standards drive impact through good practice but also ensure boundaries are set safely and risk is well managed. Coaching and mentoring standards and processes need to be consistent with professional and ethical practice, and all your coaches and mentors, internal and external, must be held accountable for doing so.
Written by Amanda Hobbins and Jenny Whitfield, Consultant Coach-Mentors for The OCM
Businesses are always looking for ways to drive meaningful change, enhance performance and achieve lasting growth. One way businesses can achieve this, is by turning to professional coaching to help them overcome challenges and achieve their long-term goals. The OCM, a leading professional coaching firm, has developed a comprehensive guide to strategic coaching based on five P’s that could prove transformative for any business.
Purpose:
The first stage to consider is Purpose, the driving force behind every action. This is by far the most important stage. Having a clearly defined purpose enables organisations to set a benchmark for measuring outcomes and it ensures alignment with strategic goals at both organisational and individual levels. Considering the strategic goals is vital for understanding how coaching will achieve them. The clearer the purpose, the better the level of success.
Partnership:
Selecting the right coaching partner is essential. It is more than a mere transaction; it is about forming a close strategic alliance and collaborating throughout the programme.
Organisations can sometimes feel that once a coach or coaches have been chosen that should be the end of their involvement. But it is just the start. A true partnership, with continuous communication and feedback from both parties, makes the difference between a good coaching engagement, and a transformative approach that has organisational impact.
Planning:
Effective planning is the backbone of any successful coaching programme. By integrating regular review points and organisational context, businesses ensure that the coaching efforts remain on course, driving towards the objectives.
Patterns:
Creating consistency and insight is vital. Establishing a common model for coaching conversations creates shared understanding and direction. Identifying recurring themes, patterns and insights from the coaching sessions allows organisations to understand invaluable lessons that inform future strategies.
People
Finally, organisations need to select their coaching partner and coaches carefully and say no if they do not feel like the right fit. Often this will come down to gut instinct, but if something does not feel right at the beginning, it is unlikely to change, and this can hamper the results. Reputable coaching providers will conduct a rigorous interview process between client and coaches before finding those who are the right fit for the engagement.
It is also worth pointing out that organisations should make sure they are coaching the right people. Coaching is an investment in their people, so choosing the ones who will benefit most and create the greatest transformation for the organisation is just as important as selecting the right coaches.
Putting the Five Ps into practice at Henry Boot PLC
Henry Boot PLC, with over a century of expertise in land, property, and development, embraced the five P’s approach to strategic coaching to accelerate leadership development and drive cultural change.
Integrating one-to-one coaching with their leadership development programme, the company witnessed significant transformation. Over a five-year period, a team of 27 skilled coaches worked with over 70 leaders in the organisation.
The programme has been an enormous success and is credited by the organisation as enabling cultural change that would not have happened without it. In addition, themes that emerged from the coaching programme have now informed and influenced the strategic goals for the organisation.
The success of Henry Boot PLC implementing the five P’s is testament to how a business can achieve its full potential by fully embracing the programme.
By working with an external coaching firm and putting the five P’s: Purpose, partnership, planning, patterns, and people at the forefront, businesses are able to focus, strategize and create a clear vision for improving their business performance and success.
Leading professional coaching firm, The OCM, share its outlook for businesses as well as predictions for the trends in coaching.
Businesses seeking purpose and motivation to get through tough times – 2023 was a challenging year for businesses, and it’s not clear 2024 will be any easier. As coaches, we predict this will lead us to helping clients look for the joy in their life, to focus on building what gives them hope, and help them to give hope to others so that they can remain resilient and purposeful in ongoing tough times. We have always understood the importance of understanding your individual and collective purpose and motivators, and I think that’s going to be something clients will seek out from us more as 2024 continues.
Team Coaching – Organisations will seek to build resilience to find ways of protecting themselves from political and economic upheaval. Leaders will be looking for ways to keep teams positive and motivated about the future when growth is hard, and results are uncertain. As no one has the right answer, the capacity to collaborate and communicate across an organisation and across organisational boundaries will become ever more important, so we would expect to see a growth in team coaching and coaching focused on improving organisational culture.
Hybrid teams – More businesses will focus on ensuring their hybrid teams are working effectively. The impact of ongoing change on individuals and teams is unprecedented, and many organisations will be turning to outside expertise as a faster solution to get teams working effectively and bringing everything together to achieve high performance. Much like a personal trainer, a team coach helps people get ‘into shape’ more quickly, accelerating their development, helping them create new habits and ways of collaborating, even when they don’t often meet face-to-face.
In addition, businesses will focus on creating fully collaborative environments, where leaders and managers use technology and meeting processes that are adapted to a hybrid environment. Team leaders will need to create conventions and a culture that avoids fragmentation. This is not a problem that can fix itself: it takes conscious effort, clear facilitation, thought and effort. For example, managers need to manage the process of hybrid meetings better by using technology correctly for their setting and team structure, as well as planning for what needs to happen before, during and after meetings and focusing on bringing everyone “into the room”.
The Apprenticeship Levy – In 2024, more organisations will use the apprenticeship levy to upskill their workforce and achieve strategic objectives through coaching and mentoring programmes. This strategy emphasises the integral role of coaching and mentoring in nurturing future leaders. The evolution is driven by the recognition that jobs of the future will not mirror those of today, making succession planning increasingly important. Organisations are integrating apprenticeship programmes into their internal coaching frameworks, creating a mutually beneficial system where apprentices gain practical experience while receiving personalised leadership guidance. This approach cultivates a culture of continuous development and ensures that apprentices are developing critical soft skills like adaptability, critical thinking, and problem-solving, which are essential in a rapidly changing job market. These programmes help bridge the skills gap in various industries, making businesses more competitive and agile.
The benefits of coaching and mentoring apprenticeships in this context are substantial. They provide a comprehensive development path that prepares the workforce for future challenges, which are likely to be different from current expectations due to technological advancements and shifting market dynamics. These apprenticeships are key to succession planning, ensuring a seamless transition in leadership roles and maintaining organisational stability. By strategically using the apprenticeship levy, organisations are proactively investing in their workforce. This investment is critical for building a robust pipeline of skilled, adaptable leaders who are equipped to navigate and shape the future job landscape, ultimately contributing to the long-term success and resilience of the organisation.
The future is never certain, but building resilience and putting in place the right coaching and leadership strategies will be key for businesses in 2024.
New Develop module supports personalised development to satisfy employee crave for learning
Lightbulb leverages bite sized learning in the moment to optimise 1:1 conversations
OpenBlend – the platform for effective 1:1 conversations at work, today announces two significant product launches that will support personalised development and help managers and employees to have even better conversations at work.
Develop is a brand-new module designed to identify people’s unique development needs, create personalised career plans, and provide employees with the support they need to achieve their goals. By guiding managers and employees through logical and bespoke development conversations, Develop not only supports the employee’s growth and career progression, but also their engagement, performance, and retention.
Like all modules within OpenBlend, Develop is purpose-built to support the individual. It provides a unique pathway for personalised learning by enabling employees to actively participate in shaping their own development – and crucially, it leverages highly effective 1:1 conversations to make this possible.
Commenting on Develop, OpenBlend Founder & CEO, Anna Rasmussen, said: “Employees today have come to expect strong learning and development opportunities as standard. That signals real progression, but it also means that when those expectations are not met, the detrimental impact on engagement, performance, and retention can be significant.
Rasmussen added: “The whole purpose behind Develop is to put an end to the generic kind of development that holds people and businesses back. The future lies in empowering employees to play a collaborative role in shaping their own learning and career progression – and we’re proud to have created a tool to support that.”
In addition to Develop, OpenBlend is bringing a second new module to market this month. Lightbulb provides managers and employees with engaging bite sized learning content to improve the effectiveness of 1:1 conversations. These ‘just in time’ coaching tips are designed to be consumed when they are needed most – and typically when managers and employees are preparing for an upcoming 1:1.
Explaining the concept behind Lightbulb, Rasmussen said: “It’s all about helping managers and employees to prepare for their 1:1s by giving them the confidence and capabilities they need to talk about the issues that matter most. Lightbulb is purposely designed to complement formal training by enabling people to tap into and recall the knowledge they need, right when they need it.”
Develop is available from October 2023, and Lightbulb will be available to existing OpenBlend customers from November 2023.
The OCM, a leading professional coaching firm, is delighted to announce its executive coaching services has enabled Together for Children (TfC) to achieve a remarkable organisational transformation, resulting in improved performance, an organisational-wide cultural change, improved employee satisfaction, and lower turnover and grievances.
The successful programme was recently recognised and praised by the HR and learning and development community, with The OCM winning the Highly Commended Award for the Best L&D initiative at the 2023 CIPD People Management Awards and the GOLD HCM Excellence Award Winner 2023 – Leadership. Both awards are a benchmark of excellence in HR, L&D, and OD, and recognise outstanding talent, teams, and projects.
The OCM’s partnership with TfC was established following Sunderland Council Children’s Services receiving an ‘inadequate’ rating in 2017. A new organisation, Together for Children (TfC), was then established in response, with the aim of transforming the quality of services.
TfC appointed its own board, created a new strategy, and introduced different ways of working. However, there were challenges. An employee survey in April 2021, and exit interviews, revealed that management and leadership behaviours, particularly when it came to conversations and performance management, were a major issue. A high number of grievances were raised by employees, taking up many management hours to resolve. As one leader commented, “looking back, it wasn’t even an organisation, just a newly formed company, with deeply fractured relationships on a number of levels.”
Jill Colbert, Chief Executive and OBE at TfC wanted to develop coaching skills amongst the leaders to sustain behavioural change within TfC, and to make significant improvements for the sake of employees and the children and their families they support. Executive coaching was to become the cornerstone of an entirely new approach, not just for TfC, but also for children’s services.
The OCM partnered with TfC to deliver a range of coaching services to support the much-needed behaviour change across the organisation. The programme included team and individual coaching for the Senior Leadership Team (SLTs), followed by coaching skills programmes for the ESLT and Team Leaders and was delivered in a flexible, agile way, with both online and face-to-face learning.
The results have been remarkable. All TfC leaders are now externally trained coaches, believed to be unprecedented in UK children’s services. Managers feel how powerful it can be to listen to young people and empower them to be part of decision-making processes; they are better able to sit in groups, ask the right questions and plan targeted actions together. They have also reported their coaching training has had a positive impact on their management approach and conversations with colleagues.
Together for Children has reported improvements across the board with improved performance and employee satisfaction plus lower turnover and grievances. And the coaching has filtered throughout their organisation with new behaviours also positively impacting young people and their families. Other councils and children’s services are now learning how TfC made the leap from a rating of ‘inadequate’ for five years to ‘outstanding’ using coaching and mentoring as a catalyst for change.
Ed Parsloe, Chief Executive at The OCM said: “We are delighted the coaching has resulted in such a positive social impact for Together for Children and the young people and their families they support. They have experienced an organisational-wide culture shift – changing how they operate and radically improving how they deliver services. Changing the leadership behaviours has set in motion a positive chain reaction, with improvements in how staff speak with parents and the conversations parents have with their children. This demonstrates the power of coaching to transform lives. We are also thrilled this programme has been recognised by industry experts with our recent award wins.”
Discussing the CIPD award Jill Colbert said: “I’m so pleased that we got the highly commended award. Our submission was authentic and very real. Looking to the future, I’m confident that our coaching programme is in very safe hands and will continue to be a cornerstone of the organisation. We also look forward to measuring our impact over time. My congratulations to all involved in a great joint enterprise!
Angela Bremner, Service Manager for HR and Transformation at Together for Children added, “Our journey with the OCM continues, which is testament to the value it has brought to our business. We continue to ensure all new managers are trained in coaching fundamentals so that staff continue to benefit from the positive principles that it brings. It transforms interaction between colleagues and lends techniques that can be used effectively with our children and their families. Coaching is incredibly powerful and can change the way we operate and in doing so, directly impacts upon our ability to provide transformative services to children, young people and their families across
As of 2023, there are 23,400 certified coaches in the US and 71,000 coaches worldwide. Working as a coach can be an incredibly rewarding career choice for those who are passionate about helping others achieve their goals and reach their full potential. As a coach, you have the opportunity to work with individuals or teams from all walks of life, across various industries and professions. Your role is to guide them through challenges, provide support, and help them develop the skills they need to succeed.
Being a coach requires strong communication skills, empathy, and the ability to build trust with your clients. You also need to be knowledgeable in your field of expertise and have experience in coaching techniques and methodologies.
Whether you choose to work as an executive, life, or wellness coach, you must constantly learn and develop your skills to stay relevant and consistently deliver high-quality services.
In this blog post, we look at some actionable tips for improving your coaching methodology and becoming even more successful.
Use Efficient Tools
As a coach, you know that helping your clients achieve balance and fulfillment in all areas of their lives is essential to their overall well-being. However, it can be challenging to identify which areas need the most attention and how to help your clients make progress. This is where a Wheel of Life assessment tool can be incredibly useful.
It is a visual representation of different areas of an individual’s life, such as career, relationships, health, and personal growth. An online Wheel of Life tool allows coaches to assess their client’s current situation and identify areas that need improvement.
By using this tool, coaches can help their clients set specific goals in each area and track progress over time. This approach also helps clients stay motivated and focused on achieving balance in all aspects of their lives.
Additionally, the online Wheel of Life assessment tool provides a starting point for coaching sessions by giving coaches insight into what matters most to their clients. This information helps coaches tailor coaching sessions to meet the specific needs and goals of each client.
Stay Calm
Coaching can be a high-pressure job, with intense expectations from clients. As a coach, you are often the rock that your clients lean on during difficult times. Whether it’s dealing with a major life transition or overcoming personal obstacles, your clients look to you for guidance and support. That’s why you should work on staying cool and collected.
However, staying calm under pressure can be easier said than done. Life coaches need to maintain their composure to provide effective coaching and ensure the best possible outcome for their clients.
When you stay calm under pressure, you can think more clearly and make better decisions. You can help your clients navigate difficult situations with greater ease and provide them with the tools they need to overcome challenges.
As a coach, it is important to understand that judgment can be detrimental to the progress and growth of your clients because they come to you seeking guidance, support, and empathy. They trust you with their vulnerabilities and are looking for a safe space where they can express themselves freely without fear of being judged.
Every person on this earth is different. It’s easy to see someone through your own experiences, but what works for you may not work for others. It is not your mission to impose solutions, but rather to help clients find their own. You should not pass judgment on your clients during coaching sessions. Instead, by keeping an open mind, you can help them.
Learn to Encourage and Communicate Respectfully
As a coach, your words have the power to shape and influence your client’s mindset and actions. So, it is crucial to communicate encouragingly and respectfully. This approach not only helps your clients feel supported but also builds trust and strengthens the coach-client relationship.
When you communicate with more empathy and respect, you create a safe space for your clients to share their thoughts and feelings without fear of judgment. This allows them to be more vulnerable, which can lead to deeper self-awareness and personal growth.
Moreover, an encouraging tone can motivate clients to take action towards their goals and positive reinforcement can help them stay on track even when they face obstacles or setbacks.
All in all, by communicating respectfully, you can help your clients feel supported, build trust, foster vulnerability, promote personal growth, and motivate them towards achieving their objectives.
In Closing
Coaching can be a powerful tool to help others develop their unique strengths and progress. To maximize your coaching potential, you must constantly reassess and improve your coaching skills. By implementing the above useful tips, you can improve your coaching methodology and take your coaching business to new heights of success.
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