Engaging your team with the coaching process & ensuring they know how to be coached

Sending line managers on courses to learn how to coach doesn’t have a strong track record of working. One of the reasons is that “it takes two to tango” – effective coaching is something you do with other people, not to them. You can engage your team with the coaching process by: Exploring with them...

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Selecting your supervisor

In corporate programmes, a small group of supervisors (or just one) is usually appointed. If, however, you find you need to select your own supervisor, the following advice may be helpful: Be clear what kind of supervision you are looking for (e.g. individual or group? With an emphasis on a particular psychological approach?) and look (more…)

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What is the role and purpose of supervision?

Summary Aims of supervision Types of supervision Supervision and externally resourced executive coaches Managing supervision Using a supervisor Aims of supervision In the workplace, the term “supervision” is usually applied to line management, where the supervisor takes overall responsibility for the work of direct reports. In coaching and mentoring, supervision is much more about supporting (more…)

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Why do coaches need supervision?

Coaching Supervision is a process for helping coaches reflect on their practice so that they grow in competence and ensure client safety. It draws on the world of counselling, where supervisors provide three important roles: Normative – the supervisor accepts (or more accurately shares with the supervisee) responsibility for ensuring that the supervisee’s work is (more…)

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Training the team in how to be coached

For a line manager to return to a team, having been on a short coaching course, and expect them to embrace the idea of being coached is highly optimistic. The typical reaction of a team is passive resistance, because: Hardly surprising that many, if not most, programmes to turn line managers into coaches have a...

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Contracting with the team in team coaching

One of the most common issues for team coaches is that the team is unused to having open conversations. At the start of any team coaching intervention, therefore, it’s important to help them contract with each other – and with you. Useful questions to consider include: Creating the contract with you is best done individually...

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When the team breaks into subgroups with different agendas

When teams develop into subgroups with different agendas or priorities, honest communication is one of the first casualties. An important part of both the team leader’s role and the team coach’s role is to prevent this kind of disunity – which we call “fracking” – from occurring. Warning Signs in Team Coaching Sessions Intervention Strategies...

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What if you are coaching two or more people from the same team

Coaching People Who Work Together: Navigating Confidentiality Coaching is a confidential conversation. So, coaching people who work together poses a number of challenges. In particular: Managing the Challenges: The Importance of Contracting Managing this situation begins with contracting. (If you find yourself already there, go back and re-contract!) Both coachees need to accept and have...

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The future of team coaching

As a relatively new phenomenon, team coaching is still finding its feet. In this blog, I outline some of the emergent trends, which are likely to shape team coaching in the coming decade. There are surely others, which I haven’t noticed, but those that I have include: These are exciting times for team coaching —...

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