Our Approach   |   One to One Coaching

Coaching one to one involves change!

Clients do not present themselves as “Hey, everything in my work life is working exactly perfectly!” Coaches are sort after by clients because they want to expand their potential go beyond their current capability and way of operating in their role in the Organisation.

Our One to One Coaching enables a client to become aware of their current approach, to see and EXPERIMENT with new strategies and then build relevant competencies to bridge the gap.


The Lenses

So where do we start in the coaching process? In order to maintain the status quo, every person has a UNIQUE WAY or set of lenses that they use to perceive the world. It is through their own ʻseeingʼ by which they navigate through the day. It is akin to wearing a pair of glasses which have been specially designed and prepared just for YOU ALONE to wear and no one else has the same pair. These lenses enable enable us to make SENSE of the outer world and what is going on.

The coaches role is to facilitate the process for the client to take off their glasses, and explore three critical questions:

a) How do they currently see the world?
b) What is their own way of going about doing their activities?
c) How do they check to evaluate their progress? Is it effective?

 

Subject - Object Theory

The process of taking off our set of glasses and exploring the way we make sense of the world is termed Subject - Object Theory. Because we are not usually aware of our own hidden blind spots, the process of revealing these, WHAT IS HIDDEN, out of our awareness, what is out of sight and making it real so that it is now accessible to us is called Subject - Object Theory. It is helping the client to OBJECTIFY THINGS that had been previously hidden to them and out of sight is now apparent.

Objectifying is part of the developmental journey to help the client progress in the coaching process and begin the journey of change.

 


Case Study

In a recent coaching session, a manager expresses frustration and disappointment towards his role and work duties. When asked further he reveals that what frustrates him the most in his role is that it is predominately desk bound, doing paper work and chasing his direct reports to complete them! Explanation: “Every monday morning I start the week chasing time sheets from my Foreman. It drives me crazy! The reason being that a number of them are repeatedly late in handing them in prior to the 4.00 o clock deadline on friday. So, I spend all day the following monday chasing paperwork! They are all overloaded with work like I am! It is just the way it is here!”

His way of seeing the world? What has not been done the previous week by his team
His way of doing? Getting on the phone and chasing his team, stuck in the office
His way of monitoring? How many calls do I have to make to start the week?


Changing Lenses by Shifting Consequences

Those who are late handing in their time sheets on friday will not have wages paid to their staff! New Thinking! New Consequence! Foreman will quickly learn to get their paper work in on time if they want their staff paid!

The benefit with this new way of thinking is that the manager can now start the week out of the office and be with his Foreman breaking the cycle of paper work!


Changes Ahead

This is a real example of a manager with 25 years of experience who is stuck in a way that is not productive. Until we move what is hidden from his subjective world and objectify it, the process of change begins.

This illustrates how time and time again we hold onto old work habits that may no longer be productive and become blockages for changing and evolving.

 


TRANSFORMATIONAL CHANGE MAPPING EXAMPLE (1)

  Completion of Time sheets
1. Problem Description:
  • Paperwork not in on time.
  • Time sheets are late and Manager is having to chase Foreman, spending too much time on phone each monday. Not out in the field.
  • Unable to delegate
2. Current Way 4 o clock is deadline each friday
Doing: Monday following week on the phone chasing
Feeling: Frustrated with lack of discipline from his reports and unable to get out of office. I am not productive!
Thinking: Reinforces view that they have too much on their plate and that his role is desk bound.
Monitoring: Activity is measured by delay and number of calls
3. The Goal By 4 o clock friday all time sheets are completed and handed in.
4. Contributing Factors
  • Foreman need to liaise with their leading hands to ensure their paper work is ready end of week
  • Superintendent needs to escalate and ask for assistance when unable to implement change
5. New Way New Thinking: Any Foreman who is late, their workers will not get paid following week.
New Consequence: Workers will not turn up to work and your area will fall behind schedule. Buck will stop with Foreman.
New Process: Manager needs to be disciplined and enforce the procedure at meeting.
New Role: Alex will be freed up to support and do paper work so that workers are all paid following week. Manager will be out part of monday to observe implementation of process and support Foreman.
New Monitoring: Time spent out in the field on monday and a display board in the office showing who is late and on time.
6. Implementation of Change
  • Weekly meeting explain new procedure
  • Flow chart process
  • Set up monitoring board
  • Meet with Alex to priorities support work
  • Follow up meeting weeks time

 

TRANSFORMATIONAL CHANGE MAPPING

 


TRANSFORMATIONAL CHANGE MAPPING EXAMPLE (2)

  Safety Observations On Site and Incidence
1. Problem Description:
  • Safety incidents increasing trend are occurring on site
  • Not enough observations of work is being performed to prevent incidents.
2. Current Way
  • Become reactive to work incidents, not leading on safety front.
  • Reliant on others (safety team) but they are caught up in reactive cycle and just doing post incident reports etc and not working with the teams in a constructive manner.
Doing: To remote in Site Office away from work activity.
Feeling: Frustrated.
Thinking: Just a matter of time before another incident. Senior management will become increasingly concerned above.
Monitoring: Activity is measured by number of incidents as well as lack of observation assessments being carried out.
3. The Goal Increase number of Safety Observations across the project and provide constructive feedback at the right levels on the project
4. Contributing Factors
  • Role clarity
  • Reliant on others
  • Caught up in meetings
  • See it as other peoples responsibilities
5. New Way New Thinking: Management need to lead by example. Safety is intrinsic to day to day role
New Process: A minimum number of Observations to be carried out per week by management team. Provide coaching where required.
New Consequence and Monitoring presented and reported into the weekly Leadership Team Meeting. Opportunity to be with other managers and observe other activities on site.
6. Implementation of Change
  • Leadership team meeting agenda item
  • Observation Sheets
  • Reporting
  • Roster
  • Monitor frequency

 


Program of Change

Developing new thinking, new actions that require new consequences as well as new support process are typically all involved to make a transformation happen and permanent. The initiatives that need to be deployed vary but the most common ones are highlighted below.

 


One to One Coaching

One to one coaching is one element of a Transformation Program and is the forum to facilitate the creation and to secure real personal commitment to transition from the current way to the new way. Examples of coaching topics with clients include:

  • Delegation
  • Prioritization of work
  • Being approachable
  • Building trust with others
  • Building a team
  • Boss relationships
  • Focus Communication
  • Backing your decisions
  • Handling performance issues
  • Seeing other perspectives
  • Being patient
  • Focus of control and taking charge

Maintaining Commitment to Change

An important facet of the coaching program is to assist individuals to understand their own reaction to change using a moods model dealing with acceptance or rejection of changes that are occurring. The moods model guides understanding of feelings of resentment, resignation and anxiety and how acceptance of circumstances that cannot be changed can lead to ambition and possibilities for a more productive future and a different view of “whatʼs in it for me”.


Core One to One Coaching Approaches

Language Reframing
The world occurs through language, reframing conversations reframes whatʼs possible and awareness and use of language can transform perspectives beliefs and values, initiating different actions and new futures.

Integral Method
Holistic approach blending the objective elements of systems and processes and the subjective human elements of language, physiology and emotions.

Appreciating Enquiry
Accepting what is, envision what could be and build on strengths to create what will be. Not Knowing “not knowing” brings a sense of creativity that seeks insight rather than assume past practice was right.


Integral Method

The four most common lenses embodied in the way we look at the world and make sense of it is described in the Integral Model. These four lenses or windows define our world and how we get meaning from it. Our preferences for relating to the world take shape through any of these four windows and are central to creating a coaching program. In the case of the earlier Case Study used, the Manager preferential window was through top right, doing, being active, being busy. The coaching program developed for him is to build new competencies in the two bottom windows, in how he relates to others and structures/process to support his work habits.