Internal Coaching: critical reflections on success and failure in workplace coaching
AffiliationUniversity of Derby
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AbstractThis research study focused on the coaching practices of five internal Regional Learning and Development Managers in a multimedia organisation from 2009 to 2011. Twelve written narratives were initially used to gather information from both coaches and clients about their perceptions and experiences during a coaching session. Survey questionnaires were sent to all 135 managers who had completed the Coaching Programme since its inception in 2009, to supplement the information established from the narrative stage. Three problems were identified: employed Learning and Development Managers were expected to deliver a coaching programme in the workplace for which they were ill-equipped, unqualified and inexperienced; there was a lack of tangible benchmarks to demonstrate the success of the clients’ development; and an inconsistent standard of coaching was delivered potentially compromising ethical coaching practices and behaviour. Coaching is a specialised field of people development, which can have a noticeable impact on both employee performance and on achieving business aims. ‘Internal coaching’ has evolved from a necessity to develop people within the workplace using internal resources and a limited budget. The study reflects on an example of internal coaching and discusses the successes and failures of such a practice. According to the narratives and survey it is the coach who is the key to the success of coaching and a successful coach must be trustworthy with confidential matters; objective and able to understand the culture and operations of the company; have business credibility; is independent of the person being coached and, therefore, is not their line manager. A customised blend of appropriate styles including mentoring, instruction and coaching is recommended to achieve the best results in coaching.
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Ambiguity, manageability and the orchestration of organisational change: a case study of an English Premier League Academy ManagerGibson, Luke; Groom, Ryan; University of Derby; Manchester Metropolitan University (Taylor Francis, 2017-04-05)An academy is an organisational context operated by professional football clubs, governed by the rules of the English Football Association and the English Premier League. Academies provide coaching and education for youth football players aged from under 9 to under 21. The Academy Manager is responsible for the strategic leadership and operation of the club’s academy. This includes implementing the club’s philosophy, coaching and games programme, player education, and the management of academy staff. The purpose of this paper is to explore the experiences of Simon [pseudonym], an English Premier League Academy Manager, when implementing organisational change within an academy. Data were collected from a work-based diary and four in-depth semi-structured interviews. The notion of orchestration is used as an analytical frame to make sense of Simon’s experiences through the change process and further our understanding of the social complexities of organisational change in elite sporting environments.
Using a blended style of coachingSmith, Sue; University of Derby (Oxford Brookes University, 2017-02)This research focused on the coaching practices of internal coaches in a multimedia organisation. Survey questions were sent to 135 clients who had completed the ‘Coaching Programme’ since its inception. Although a pure style of coaching proved to be most effective in enabling clients to achieve their objectives, applying a blended style of coaching and mentoring achieved almost the same perception of effectiveness in achieving objectives. A blended style of coaching and counselling achieved the most highly rated blended style when applied by internal coaches; perceived to be as effective as pure coaching in terms of achieving objectives.
The development of a best practice internal coaching frameworkSmith, Sue; Dupernex, Simon; University of Derby (University of Derby, 2015-07)The aim of the research was to establish what the benefits are of internal coaching, how internal coaching practices can be improved, and to see if a best practice model for internal coaching could be developed. Design / methodology / approach In this three year longitudinal study of internal coaching within a large national multimedia organisation, the clients behaviour was assessed prior to the coaching using a bespoke 360 degree feedback instrument, with the coaching programme duration (including the collation of feedback) being approximately 9 months per client. The data provided from the feedback instrument was discussed with the client at the initial coaching session and they were then encouraged to identify behaviours they wanted to improve, and to set objectives which they were to action between coaching sessions. Further objectives were then set depending on the progress made, and priorities perceived by the client. This cycle of monitoring performance and being held accountable for progress was repeated throughout the coaching sessions. After the last coaching session, clients were encouraged to approach their colleagues who had provided original data on their performance and provide a brief review of targeted behaviours, and provide evidence to substantiate improvements. Findings The research found that internal coaching had a positive impact on both performance and on achieving business outcomes. Originality / Value The research makes a valuable contribution to the recognition of the benefits of internal coaching as an effective means of developing an evidence based improvement in coaching clients, as well as the development of a best practice framework which considers the characteristics of the coach, the roles of the coach and the client, and the conditions conducive for the coaching to produce a positive impact.