Hello everybody, I'm Barbara Moyes and
I'd like to welcome you to this session
on coaching as a tool of change for
Coaching has now come of age.
A recent international study carried out
by Dimensions International found that UK
leaders were pretty dismissive of formal
classroom training, but saw coaching
as having great impact in helping
them become more effective leaders.
UK development professionals (human
resource professionals) thought that
coaching, together with
stretching job assignments,
was the most effective way
of developing leaders.
So what's coaching all about,
and how does it work?
I coach mainly in the public sector, and
this presentation draws
on my experience there.
As well as talking about coaching in
general, I'm going to highlight some
of the complexities I think there
are in coaching public sector leaders,
particularly in central government.
The structure of this
presentation is as follows.
I'm going to start by
defining what coaching is.
Then I'm going to talk you through one
of the main models which coaches use,
the 'GROW' model which
you may have heard of.
After that, we'll look at some of the
special factors coaching has to address
when coaching senior civil servants, and
I'm going to end by discussing how
coaching helps senior leaders change.
But first of all,
where does coaching come from?
It has at least three main roots, you're
probably all familiar with sports coaches.
Several of the early coaching gurus had
a background in sports, and people like
Sven-Göran Eriksson have written about
how they motivate and coach sports teams.
I was lucky enough to hear Sally Gunnell
describe how she used visualisation to
help her win races.
She pictured taking the race in her
mind time and time again, until she knew
exactly how she was going to run it, and
what she would do if anything went wrong.
Visualisation has now become an important
coaching technique to help people