Category Archives: Coaching

AI, Coaching, HR, HRDs and Technology, News, Tech, Technology

How to accelerate leadership development with AI skills practice

Written by Ed Parsloe, Chief Executive, The OCM

According to Gartner[i], leader and manager development is the top priority for HR leaders for the third year running with coaching skills recognised as a key tool for success.

Consequently, many companies are equipping leaders and managers with the coaching skills needed to manage uncertainty, inspire teams, and drive business expansion.

As the demand for coaching rises, the challenge remains: how can companies equip their leadership with practical coaching skills and the confidence to use them in a variety of conversational situations? Furthermore, how can they be certain their investment delivers return on investment?

With the increasing adoption of AI—demonstrated by the 84% of HR decision-makers keen to integrate AI into leadership development[ii]—and the substantial £7.5 billion invested in UK leadership development in 2023[iii], the question is not if AI should be embraced, but how it can be strategically used to maximise impact.

The Indispensable Foundation: Expert-Led Coaching

AI is not a substitute for the crucial human element in teaching coaching skills. Instead, it acts as a powerful amplifier, enhancing and scaling the impact of expert-led training.

Ideally, a cohort begins with an intensive workshop facilitated by experienced professional coaches. This establishes core models, builds trust, and sets tailored learning objectives aligned with organisational strategic needs and purpose.

Expert coaches facilitate peer collaboration, encourage open communication, and conduct thorough needs assessments, ensuring that AI-driven skills practice is precisely tailored to individual learning requirements.  Group Reflective practice sessions ensure continuous support and the transference of learning into the workplace.

Practice makes perfect

Following foundational skills training, AI-powered tools can provide an innovative and fun way of ensuring learning with continuous reinforcement and practical application.

Individuals can engage with AI-powered avatars in realistic scenarios to practice a range of challenging conversations. Scenarios might include career discussions with high performers, performance review objective setting, supporting underperformers, managing conflict resolution, or supporting team members through difficult situations. By practicing in a risk-free AI environment, leaders and managers will enhance their coaching and communication skills, leading to more impactful real-life interactions.

The learner receives review and feedback performance scores based on the insights and best practices of expert professional coaches who adhere to EMCC coaching standards. This approach ensures that learned skills are deeply embedded and readily applied in professional settings, mitigating the “forgetting curve” commonly associated with traditional training.

The AI-powered programme also encourages reflection, repeated practice, and judgment-free learning, which is particularly beneficial for cohort-based development programmes. The shared experience of AI-enabled coaching skills practice promotes collaboration, engagement, and collective growth.

Measuring impact and demonstrating ROI

AI-driven coaching solutions provide robust analytics that enable HR Directors to track individual and organisational progress, measure ROI, and refine leadership development strategies.

Instant feedback and performance scoring, grounded in expert coaching principles, ensure coaching initiatives are engaging and aligned with business objectives.

This data-driven approach allows HR leaders to assess the value and effectiveness of their investment in the programme and present the information to the board.

Scalability and reach: Democratizing leadership development

AI enables the scalability of high-quality upskilling beyond senior executives to managers at all levels, cultivating a culture of continuous learning and leadership excellence. By extending coaching skills opportunities across the organisation, companies create a pipeline of future-ready leaders equipped to navigate today’s complex business landscape.

The Future of Leadership: A Strategic Human-AI Partnership Rooted in Coaching Expertise

The future of leadership development lies in the synergy between human expertise, grounded in established coaching standards, and AI innovation. Organisations that prioritise building a coaching culture which partners expertise with strategically integrated AI-powered tools will unlock unprecedented levels of leadership effectiveness.

By balancing human connection with AI-enabled learning, businesses drive sustained behaviour change, enhance leadership capabilities, and secure a competitive advantage.

By embracing this blended approach, HR Directors create an innovative coaching culture that empowers leaders, engages employees, and drives organisational success.

—

[i] Gartner Survey Finds Leader and Manager Development Tops HR Leaders’ List of 2025 Priorities for Third Consecutive Year

[ii] Four in five HR professionals are currently using AI at work

[iii] Leadership Development Industry Statistics in the UK | CJPI

Coaching, Construction Health & Safety

The Importance of Working at Height Training in Construction

In the construction industry, working at height is part of everyday life. From installing steelwork and glazing to electrical and roofing tasks, accessing elevated areas safely is essential. Yet, working at height remains one of the leading causes of serious injuries and fatalities on UK construction sites. Boss Training provides a range of working at height training including the popular IPAF cherry picker and scissor lift course. Let’s explore the importance of working at height training in the construction industry.

It Saves Lives

Falls from height account for a significant percentage of fatal accidents in construction. Training helps workers:

  • Assess the risks before starting a task

  • Understand equipment limits and safety checks

  • Use fall protection equipment correctly

  • Plan safe access and egress to and from elevated work areas

It Prevents Costly Mistakes

Accidents at height can lead to injury, downtime, investigations, fines, and reputational damage. Investing in training helps mitigate these risks and fosters a safety-first culture.

Cherry Picker & Scissor Lift Training

IPAF is the gold standard in powered access training worldwide. The IPAF 3A (Scissor Lift) and 3B (Cherry Picker/Boom Lift) course is designed for anyone who needs to operate MEWPs safely on-site.

What the Course Covers:

  • Safe use of Mobile Elevating Work Platforms (MEWPs)

  • Risk assessment and hazard awareness

  • Pre-use inspections and emergency procedures

  • Safe operating techniques for both scissor lifts and boom lifts

Successful candidates receive the IPAF PAL Card (Powered Access Licence), valid for five years and recognised across the industry.

The Business Benefits of IPAF Certification

Improved Safety Compliance
Having certified operatives helps ensure your site meets legal and health & safety standards.

Enhanced Efficiency
Workers trained to use powered access equipment properly can complete jobs faster and with greater precision.

Reduced Downtime and Costs
Fewer accidents mean fewer delays, insurance claims, and disruption to project timelines.

Better Job Opportunities
Holding an IPAF licence enhances individual employability and professional development.

Working at height is never without risk, but proper training dramatically reduces the dangers. By enrolling your team in the IPAF Cherry Picker and Scissor Lift course, you’re not only protecting your workers, you’re also strengthening your company’s performance and reputation.

Boss Training is committed to helping construction professionals work smarter and safer. Book your IPAF Working at Height training today and take the first step toward a safer site.

 

 

Image – Unsplash

Business Advice, Coaching, Coaching and Mentoring, News, Thought Leadership

How Gratitude Can Transform Your Business and Leadership Style

Written by Ross Temple

Gratitude is much more than just saying “thank you.” It’s a mindset that can completely reshape your business and leadership approach. As a Business Success Coach, I’ve seen first-hand how practising gratitude can boost morale, strengthen relationships, and drive success.

The Business Benefits of Gratitude

When leaders cultivate gratitude, they create a culture of appreciation, which has a direct impact on performance and engagement. Employees who feel valued are more productive, loyal, and motivated. Clients and customers, too, are drawn to businesses that acknowledge their support and contribution.

Gratitude also improves decision-making. When you focus on what’s going well rather than dwelling on challenges, you foster a solution-oriented mindset. This helps you navigate difficulties with clarity and resilience.

Examine Your Beliefs

If you want to start integrating more gratitude into your business, start by taking a look at how you’ve experienced it in the past. What has been stopping you from showing gratitude to date? Have previous, uncomfortable experiences held you back?

Ask yourself – what praise would you have appreciated from leaders when you were newer in your career, that you could keep in mind with your own staff? How can you use it to help you lead in a more effective way?

How to Practise Gratitude in Leadership

  1. Express Appreciation Regularly – Take time to acknowledge your team’s efforts, whether through a simple thank-you email, a shout-out in a meeting, or a handwritten note.
  2. Lead by Example – Show gratitude towards colleagues, clients, and partners. Your behaviour sets the tone for your organisation.
  3. Celebrate Wins, Big or Small – Recognising achievements fosters motivation and a sense of purpose.
  4. Shift Focus to Abundance – Instead of dwelling on problems, highlight progress and opportunities. This positive perspective fuels innovation and growth.
  5. Practise Self-Gratitude – Acknowledge your own progress and efforts. A confident, self-appreciative leader inspires confidence in others.
  6. Be Authentic – Insincere compliments are the antithesis of gratitude. If you’re going to offer praise, make sure it’s genuine, and it’s not so frequent as to diminish its meaning. Consider – what does authentic gratitude mean to you?

The Ripple Effect

Gratitude is contagious. When leaders embrace it, teams follow suit, creating a thriving workplace culture. A grateful business attracts positive relationships, strong partnerships, and long-term success.

So, how can you bring more gratitude into your leadership today? Start small, stay consistent, and watch how it transforms your business for the better.

 

About the author

Ross Temple is the UK’s #1 Business Success Coach.  Through Big Business Events, he speaks at events throughout the country and will next be hosting their immersive Branded Retreat in May 2025.

Coaching, Coaching and Mentoring, HR, HR News, Leadership

The OCM Launches ELECTRIC Conversations: New blended AI Coaching Programme to Transform Leadership Communication

The OCM, a leading provider of coaching and mentoring solutions, today announced the launch of ELECTRIC Conversations, a groundbreaking blended AI coaching programme designed to transform leadership communication.

Developed in partnership with Guru Now, experts in AI and avatar-led training, ELECTRIC Conversations addresses the critical need for effective communication in today’s business environment. The programme empowers leaders and managers to drive change, enhance performance, and unlock the full potential of their teams.

The launch comes at a crucial time, as research from Harvard Business Review & Gartner highlights that only 47% of employees derive valuable outcomes from interactions with their managers and that managers  in this situation are 2.7 times more likely to fail. ELECTRIC Conversations offer a solution to these challenges.

 

How Electric Conversations works

ELECTRIC Conversations combines expert-led coaching skills training with a cutting-edge AI-powered practice platform. Participants begin the programme with an interactive workshop and training session, followed by engaging in real-time, work-based scenarios with AI-powered avatars. This safe, risk-free environment allows for the practice and refinement of coaching conversations.

The AI provides immediate feedback and scoring, enabling participants to hone their skills through repeated practice, anytime, anywhere. This “practice makes perfect” approach is essential for learning transfer and sustained behaviour change.

 

“ELECTRIC Conversations is a game-changer,” says Ed Parsloe, CEO, The OCM. “Traditional training often falls short in delivering lasting behaviour change. Our blended AI approach, built on our extensive coaching expertise, provides managers and leaders with access to high-quality, repeated conversation practice with avatars in realistic scenarios. This transforms everyday interactions and drives measurable performance improvements.”

 

Key Benefits of ELECTRIC Conversations:

Using ELECTRIC Conversations, leaders and managers will:

  • Master essential coaching skills, including active listening, asking insightful questions, delivering constructive feedback, managing performance, resolving conflict, and supporting career development.
  • Learn to quickly integrate simple coaching methods into daily conversations, empowering employees to develop stronger thinking skills, demonstrate greater initiative, increase engagement, and reach their full potential.

“The biggest challenge of traditional training is transferring learning to the workplace and achieving sustained behaviour change,” adds Parsloe. “ELECTRIC Conversations solves this. The AI avatars provide engaging, realistic scenarios that mirror real-life conversations, allowing for complex and nuanced practice. While AI enhances the learning experience, it doesn’t replace the human element. Our programme complements traditional coaching, providing a powerful tool for personal and professional growth.”

 

Learn More:

For more information about ELECTRIC Conversations, please visit: www.theocm.co.uk

 

About The OCM

With over 25 years of experience, The OCM is a leader in coaching and mentoring. Our world-class services and consultancy support organisations and deliver individual accredited apprenticeships, qualifications, and training.

OCM APPRENTICESHIPS is a dedicated main provider of apprenticeships, specifically the Level 5 Coaching Professional and the Level 4 Learning and Skills Mentor. Our team helps clients maximize the use of their apprenticeship levy by developing coaching and mentoring capabilities to support their strategic objectives.

OCM DISCOVERY Consultancy Solutions supports senior leaders to drive change, maximize potential, and build stronger, more resilient teams and individuals. We recognize the impact people have on achieving strategic business objectives and use our expertise to support corporate strategy.

OCM ENABLE partners with clients to deliver creative, pragmatic coaching and mentoring solutions. We help build and sustain authentic, effective leadership and collaborative teams through great coach-mentoring.

OCM EDUCATE develops individuals’ coaching and mentoring expertise. As trusted experts, we provide market-leading flexible accredited qualifications and support for those developing as coaches, mentors, and supervisors, using the latest technology to deliver engaging remote and digital learning experiences.

Appointments, Coaching, Coaching and Mentoring, News

The OCM appoints Kathryn Kernick as Managing Director of OCM Enable to boost growth

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.”

 

For more information on The OCM visit: www.theocm.co.uk/

Coaching, Coaching and Mentoring, News

Emotional coach Vanessa Moore reveals new corporate offering

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.

Coaching, Coaching and Mentoring, Leadership, News

Developing First-Time Managers: Keys to Success

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 also helps 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.

Coaching, Leadership, News

How to manage challenging conversations at work – tips from The OCM

Written by Jon Horsley, Consultant Coach-Mentor for The OCM 

Most people don’t relish the thought of difficult conversations and research from the Chartered Management Institute found that 57% of managers would do almost anything to avoid one[i].

According to The OCM, a leading coaching firm who works with clients across all sectors, tricky conversations could be around performance discussions with a line report, salary increases, giving a peer confronting feedback or challenging a superior on a decision.

Jon Horsley, Consultant Coach-Mentor for The OCM highlights the need to steer challenging conversations effectively in order for teams and individuals to perform better, and how coaching skills can help. Here he shares his top tips to ensure more positive conversation outcomes:

  1. Be prepared – The idea of ‘being prepared rather than having prepared’ is helpful. Preparation involves entering the conversation with the right mind set. The Human Systems Dynamics Institute[ii] suggests shifting from judgement to curiosity; turning assumptions into questions; defensiveness into self-reflection and moving conflict into a shared enquiry from both parties.
  2. Acknowledge emotions – All challenging conversations are fundamentally about feelings, so it’s important to acknowledge what’s going on emotionally, and create a little distance between who we are and what we’re feeling. For example, explore the difference between ‘I am angry’ and ‘I am feeling angry’. It can also be helpful to understand that, whilst thoughts and feelings come and go like the weather, our values are the bedrock from which we can choose to act.
  3. Focus on interests, not positions – It’s sometimes said that all conflict is the encounter of unmet needs. Consider reframing the upcoming challenging conversation as an exploration of underlying interests and needs, fostering empathy and collaboration around how they can be met. Seeking to defend a position may be understandable in the heat of the moment, but if winning means the other person losing, or vice versa, there will be very little room for compromise.
  4. Disentangle intentions and impact – One of the common causes of misunderstanding, confusion, and conflict in challenging conversations arises from the assumption that we know the other person’s intentions. We attribute their intentions based on their impact on us. Feeling hurt by what someone has said or done, can lead people to assuming that the person intended to hurt them. Focus on actions instead and what the other party actually said or did. Be clear on the impact this had and reflect on the assumptions made about the other person’s intention.
  5. Work on assertive communication – Clarity about impact, intentions and needs requires clear, concise and assertive communication. Don’t downplay what is important to you; take ownership by using a strong personal “I” rather than a vague “we” or “you” and make explicit requests. Framing intention from the outset and not beating about the bush concerning the purpose of the conversation is the best approach.
  6. Work with a coach or colleague – Practice technique and tone with a coach or colleague to get a feel for what having a challenging conversation actually feels like. This can help prepare for the conversation to come and perhaps dispel the fear that the relationship with the other person will be irreparably damaged by it.

Jon concludes, “Coaching skills can be hugely valuable for successful conversations. The core skills of coaching – active listening, asking effective questions and providing feedback or reflecting back what you have heard, are all useful in effectively navigating challenging conversations.”

 

—

References

[i] https://www.managers.org.uk/knowledge-and-insights/article/the-best-strategies-for-difficult-workplace-conversations/

[ii] https://www.hsdinstitute.org/index.html

AI, Coaching, News

Virtual coaching, AI and Coachbots – is this the future of coaching? Six new innovations from The OCM

Virtual coaching is becoming increasingly prevalent, and the potential of AI is a major emerging trend, according to The OCM’s Consultant Coach-mentors Sarah Tennant (pictured above) and Jon Horsley who share their top trends for the future of professional coaching.

Their views are supported by the findings of a report, “Coaching: Maximising Business Impact,” which is collaboration between The OCM and the Corporate Research Forum (CRF), that highlights the transformative role of technology in coaching, plus the rise of AI-driven Coachbots and immersive technologies, such as avatars in virtual reality environments.

Sarah said: “Coaching has become more accessible, reaching employees at various levels within organisations. Virtual coaching is significantly more common since the pandemic, and remains an important delivery mode, with research showing it is just as effective as face-to-face coaching. Technology is also transforming how coaching is organised. On demand coaching is part of this, and providers are making use of comprehensive online platforms to deliver, manage and evaluate their services.”

Jon Horsley

Jon added: “We see democratising access to coaching as a good thing, as there is still a place for high-end coaching provision.  However, it is important to be wary of hubris – Kodak was a pioneer in film photography, but it failed to recognise the digital revolution. The company clung to its traditional film business, underestimating the rapid adoption of digital cameras and smartphones. We must not underestimate the impact and potential of AI, and we are currently exploring potential solutions in this field.”

The OCM highlights five key trends and their implications for organisations.:

Expanded use of coaching – Organisations have increasingly turned to coaching over the past few years, and the research suggests that CRF members expect investment in coaching to continue to rise over the next two years. They highlighted a growing trend to use coaching with more thought and planning, particularly to advance organisational purpose and strategy, and complement executive development programmes.

Human-centric approach – Accelerated by the pandemic, there is a growing emphasis on reconciling personal well-being with organisational objectives, acknowledging the importance of holistic development and bringing the whole person to work. Leaders need to be more self-aware, authentic, resilient and comfortable with showing vulnerability. It also requires them to engage their employees around these qualities. The boundary between coaching and therapy, not always clear, is increasingly seen as a spectrum, with qualified practitioners offering a blend of coaching and therapeutic techniques such as mindfulness and stress management.

Strategic alignment and systemic thinking – Organisations are recognising the need to align coaching with broader strategic objectives, viewing coaching as a way of driving cultural change and support talent development. To use coaching in support of strategic intent requires standing back and thinking systemically about designing and delivering executive and/or team coaching programmes, by aligning coaching with a wider strategy or problem to solve, or a desired change. There is also a trend in using coaching within executive development programmes, to align coaching with organisational goals and foster leadership resilience in a VUCA (volatile, uncertain, complex, ambiguous) world.

Team coaching – Focusing on “the leader as hero” and ignoring the fundamental role teams play in ensuring business success, is a big mistake. This has led to a focus on team coaching, requiring new and more sophisticated skills for coaches in managing group process and group dynamics. The accepted view that effective team coaching requires stability in the team and in the environment is being challenged by the realities of a VUCA world.  Balancing internally and externally facing perspectives is therefore critical.

The line manager as coach – Equipping line managers with coaching skills is key to ensuring effective management relationships, increasing staff performance, retention, motivation and satisfaction. The OCM has worked with many organisations seeking to shift behaviours and culture. They find providing these skills leads to managers being able to:

  • Empower teams and free up time for line managers to move away from getting too involved in the day-to-day detail.
  • Take a situational approach to conversations with reports, along a spectrum of directional to non-directional approaches.
  • Understand how to adopt a coaching approach in their day-to-day roles without adding time or complication.
  • Develop the core skills of listening and asking effective questions.
  • Build capabilities to provide constructive feedback to promote growth.
  • Foster a mindset shift towards enabling self-driven problem-solving.

 

Sarah added: “These themes illustrate the evolution of coaching over the past decade and offer insights into the future trajectory of the coaching profession, with the need for practitioners to adapt, innovate, and maintain quality standards in the face of technological advancements and market changes.”

For more information on The OCM visit: www.theocm.co.uk/

Coaching, Coaching and Mentoring, HR, HR News, L&D, News, Software News

OpenBlend doubles down on conversations at work to support coaching in the moment and personalised development

  • 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.

OpenBlend’s continued product investment is indicative of the company’s ongoing commitment to innovation. This has been evidenced by numerous award wins over the past year, including ‘Best HR Supplier’ at the CIPD People Management Awards, ‘Best HR Tech Provider’ at the Personnel Today Awards, and Best HR Software at the Employee Experience Awards.