Location, location, location

Martin Hill, Senior Tutor, BSC

It is often one of the things that coaches arrange without too much thought - but the location you choose for a coaching session may well make a significant impact on the success of the session.

Frequently the coaching location is influenced by the coaching sponsor-  use of the organisation’s premises provides a convenient solution for the sponsor as it will reduce costs and also saves time, with little or no travel time for the clients being coached. However, as a coach think about how the location may be perceived by the client – if you are using the organisation’s own premises will they perceive you as “part” of the organisational power and therefore be inhibited in disclosing matters or engaging?

Sometimes changing a location can actually generate a freedom of thought and engagement that was inhibited by using a location that a client is very familiar with or in which they have to maintain a particular façade. 

When selecting a coaching location, here are some of the factors to bear in mind:

·        Privacy- bear in mind that confidentiality is the crux for a successful coaching relationship. Make sure that the room selection demonstrates that confidentiality has even been considered in the choice of the location – are the walls thick enough to avoid audio leakage? What about visibility – a lot of trendy modern offices now have “glass” walls – unlikely to instil confidence in sharing visual ideas etc. Make sure that you are going to be uninterrupted- also remember to switch off your mobile and ask your client to do the same.

·        Neutral Territory- even if you have to use accommodation provided by the coaching sponsor, think about what you can do to demonstrate to the client that this is “neutral” territory. This could be done as part of your contracting discussions- but also think about the room set up –can you rearrange the furniture- what about where you and the client will sit? Avoid using the client’s own office- this is frequently an environment where the client is prone to distractions and interruptions.

·        Be Adventurous- do not be afraid to offer a different venue- coffee shops or even taking advantage of the great outdoors. One of the most productive sessions for one of my supervisees came from recognising that the office environment was causing the client stress that say and thus they went for a quick stroll outside – this led to the revelation for the client that the cause of his stress was the office not his own behaviour and actions- and he came up with an action plan to resolve this.

·        Comfortable - make sure the room is at a comfortable temperature and well lit. Is the seating comfortable enough – but not too comfortable?

·        Access - again this links back to confidentiality – is the “corridor” access to the room such that it will actually reveal who is attending as a client? If there are no alternative options, think about how the coaching sessions will be pitched to everybody in the organisation- do it in such a way that it diminishes any stigma or presumptions that people may make. 

·      Technology considerations - if you are going to use technology –make that there are plug sockets or anything else that your gadget may need (e.g. internet access). I would suggest that ideally you should aim to be self-sufficient and have a coaching toolkit that has all the necessary stocks and supplies that you may need- that could include investing in a dongle or mobile broadband access device or a device with built in internet access. Even if you use something as simple as pens and flip charts – if it is an open view room you are using, you may need to rethink how to approach the session. Above all else, whatever technological aids you use- always check that they are working BEFORE the session and have a back-up plan in case there is a technological malfunction.

·        Organisational Rules - if you are using the sponsor’s premises, make sure that you familiarise yourself with any rules or protocols that have to be observed. It could even be as simple as checking what the dress code is or when fire alarm tests are scheduled!

·        Planning – make sure that you plan out the travel time and familiarise yourself with the location in advance. Get there early. Make sure there is a point of contact so that you can direct any queries or raise any issues with them.

·        Refreshments - think about whether there needs to be tea, coffee, water on offer. If this is going to be a full day session for you – think about what you will do for lunch. Also check out where the restrooms are!

Martin Hill LL.B (Hons), FInstLM, AMAC, EMCC Member, Coach &Coach Supervisor

Programme Director for ILM 7 Coaching & Mentoring Courses

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Working Alone

Judith Barton, Director of Coaching and Mentoring

Last week I wrote about supporting colleagues to ensure they have a safe and productive experience whilst working on international assignments. Many assignments particularly coaching involve working alone. Working solo is something I enjoy and have probably been a little naïve in appreciating the risks, so based on the approach you often look after others better than yourself.


Here are some of my tips:
•    Nearly all risks can be managed, recognising them and mitigating them will leave you free to coach.

•    Believing we understand the person or situation because the environment is familiar; may mean we fail to recognise risks – just as when we are coaching remove assumptions.

•    Appointments – recognise we all need to maximise our days – there are times a client may request such as very early morning or evening being the most convenient to them. Consider having a ‘sense check’ approach before you automatically say yes.

•    What is a ‘sense check’, for me this is when I stop what I am doing and consider.
1.    Is this sensible?
Umm – not sure?
2.    What does it mean if I say yes?
2 hour session appointment at 7.30pm means 9.30pm finish, home by 11pm. Will I have the energy after a full day, will the client have the best coaching experience? Other considerations are likely to be the location, transport, safety, etc.
3.    Where are the pressure points?
Family, early appointment the next day.
4.    Who else is affected?
Family and possibly colleagues.
5.    What are the alternatives? Would they work for the client?
Offer options on timings.

•    Whilst maintain the excellent relationship with the client.

Some more basics to follow:
You should maintaining awareness at all times of their environment and the behaviour of people around you, especially when leaving places on your own and after dark.

You must ensure that someone knows where you are planning to go and when you expect to leave and return back to your office, home or hotel. Inform that person when you have left the venue and when you return to your base.  Text or email to say when you arrive and when you leave a location.

You should visit or meet clients in public places (e.g. training venues, coffee shops, etc), unless you know them well.  We also advise that you should avoid working alone with a client in a building, again unless you know them well.

Don’t forget the basics - If you are walking alone you should keep to the middle of pavements, walk facing oncoming traffic, and should try to avoid isolated places, especially after dark.

Worth doing - carry a small first-aid kit suitable for treating minor injuries and carry your mobile phone at all times (and other personal safety equipment if this is assessed as necessary).

It is impossible to remove all risks when people are working alone – but by following these approaches risks can be mitigated and minimised, so that coaches, trainers and staff can be confident, effective and productive.

Safe Coaching!

Judith M Barton,
MSc, BA, Chartered FCIPD, MCMI, MInstLM, MIoD, EMCC Member, Coach & Coach Supervisor
Director of Coaching & Mentoring

Taking care of colleagues working abroad

Judith Barton, Director of Coaching & Mentoring

 When colleagues say they are working overseas it can seem exciting to those who are back at base or maybe delighted they aren’t travelling at all! Over the years we have discovered how much preparation is needed to ensure they will “hit the ground running”.
If at all possible on their first assignment abroad they will be supported by a named colleague who is based in the location or is experienced in working there. Prior to  travel we go through a cultural awareness session led by a colleague experienced in working in that location and with an understanding of cultural norms which set expectations about behaviour and working relationships so that the individual can avoid putting themselves in any awkward or difficult situations and can represent the business professionally and with confidence.
This session includes practical advice and information for colleagues, both in business situations and during personal time. Our top tips include:

1. Take a copy of any prescriptions for medicines which you are taking;
2. Ensure you have an adequate supply of prescribed medications with you, ensure you are up-to-date with any required or recommended vaccinations;
3. Take a photocopy of your passport with you and keep it with you at all times along with uploading it to the Cloud, whilst the original is kept in the hotel safe (unless the country requires you to keep the original with you as the equivalent to an identity card). When visiting a business, security will typically ask you to leave photo ID at reception, so best to leave a driving licence or gym membership than passport;
4. Information about the layout of the airport on arrival and procedures to follow, e.g. do you need to buy a visa on entry;
5. The country’s dress code – for example in the Middle East modest dress is a clear expectation everywhere except by hotel swimming pools or in hotel gyms. This applies to both men and women;
6. Behaviour in public and private. It’s best to follow or mirror the behaviour of local people. Again, using the Middle East as an example, never take the lead in shaking hands with a member of the opposite sex at business introductions or meetings, even if this would be expected or acceptable in the UK. Physical signs of affection between couples in public are unacceptable, even between married couples;
7. Be aware the behaviour which is legal in the UK can be totally unacceptable elsewhere;
8. Some drugs which are used (with or without prescription) in the UK may be unacceptable elsewhere – e.g. codeine or other morphine derivatives. Where behaviour is illegal in both the UK and the country of your assignment (e.g. possession or use of illegal drugs) penalties can be a great deal harsher in other countries than in the UK;
9. Colleagues must leave a copy of the photograph page of their passport in the office prior to travelling outside the UK on our behalf.

Prior to departure, checks are made with the Foreign and Commonwealth Office (FCO) website which is a source of information about any specific risks associated with the country where the assignment is based. The website of the country itself will also provide relevant information. If there is any evidence of risk the assignment will be cancelled. Contact details for the relevant British Embassy or Consulate are also available on the FCO website. In the event of any risk developing once the assignment has commenced all colleagues are expected to follow the FCO guidance and leave the country or contact the British Embassy or Consulate as appropriate.
When colleagues return to the UK from an international assignment, they are expected to attend a debrief where any concerns can be discussed and support and guidance given as necessary. If any concerns arise which we had not identified, we will ensure that colleagues going on future assignments are alerted to the issues identified.
Our priority is that our colleagues keep safe, feel confident working in different cultures and have a positive and enhancing experience whilst working internationally – this benefits clients and colleagues alike. It also makes sound business sense to ensure that our international reputation is enhanced, that clients are not offended or embarrassed and that a professional and competent impression is left with all those who come into contact with members of our team, whether in a business or leisure setting.
Taking care of the basics ensures we are free to focus on delivering the work.
Safe and successful travels!

Next week I will be writing about keeping safe when working alone – which is equally relevant for colleagues working internationally and in the UK.

Judith M Barton,
MSc, BA, Chartered FCIPD, MCMI, MInstLM, MIoD, EMCC Member, Coach & Coach Supervisor
Director of Coaching & Mentoring

Staying in control of your decisions

Charlotte Randall

We have all had to make choices in our life that have required decisions to be made to affect an end goal. The bigger the end goal the more resilient you need to be to aspire to achieve it. Once the wheels are in motion towards your target you embark on a journey that will test your commitment, resolve and emotional stance. Excitement of the possibilities ahead is often the first emotion and the driving force behind the energy that supports the planning phase of the change process. However, as major new experiences loom excitement can start to wane and in its place fear is waiting.

When fear takes hold behaviours alter and coming off your trajectory is a very plausible outcome. You start to convince yourself that you’re still in control, you know what you’re doing and where you’re going; you push on with ever increasing urgency trying to make your mental map (where you think you are going) fit with where you actually are. The longer you operate in this paradigm the easier it is for fear of failure to manifest; lurching from one irrational decision to another looking for the emotional reprieve a particular course of action might bring, hoping that equilibrium will once again be restored.  This is neither a sustainable nor a productive environment in which to operate and holds the potential of derailing your pursuits altogether.

Maintaining control of your decisions as the situation evolves and avoiding emotion alone dictating the next move you make is paramount. Very few successful outcomes are achieved unaided and it is important to develop relationships that provide objectivity to the process and explores the purposefulness of each decision, aligned with the end goal. Utilising the skills of a coach to facilitate a solutions focused conversation and the management of emotions along the journey, is a potentially powerful relationship to hold; one that will help you to stay on track and in control of your thinking and direction.  A coaching relationship then can provide the following scaffold:

1.    Planned time and space to think – the challenge will not feel so overwhelming when you have the opportunity to focus on it without interference.

2.    Talk and be heard - by having someone really listen to your challenge you can establish (re-establish) momentum, clarity of the situation and a solid baseline from which to move forwards.

3.    Solution focused communication - the conversation remains positive, giving you permission to connect with the possibilities through the development of challenging action planning.

4.    Respect for your emotions – the support to be brave enough to consider from the outset your emotional triggers, default reactions as a result and the empowerment to do something about them so you do not derail.

5.    Celebrate achievement – encouragement to congratulate yourself on the small achievements and positive experiences along the way. In a situation where the end goal seems so great, or so far out of reach, it is important to recognise that you are making a difference with your actions.

6.    Importantly a coach will retain your focus on the original impetus for change and when challenging situations arise remind you it really excited you once and it can again!