Known Unknowns

Martin Hill, Senior Tutor BSC

Ramadan provides an excellent opportunity for self-reflection- and an opportunity to reflect on your coaching practice and yourself as a coach.

One of the common themes from candidates that I have encountered, when delivering the British School of Coaching’s Level 7 coaching and mentoring course, has been angst about encountering topic or issues in sessions that they would not know the answer to, which results in the candidates being desperate to be experts in every possible field that may arise. One of the key features of being a coach is the fact that you do not need to be a subject matter expert- indeed that ignorance on your part is frequently the enabler that leads the client to the new knowledge or understanding. This is because your questions to help your understanding make the client reflect when they are explaining matters to you. It is often the simple, curious, questions used by the coach to clarify matters that makes the client realise something they had failed to notice or misunderstood the significance of.

The challenge for you to reflect upon for your coaching practice is how comfortable you are with dealing with ambiguity. Remember Donald Rumsfeld’s comment?

“There are known knowns. These are things we know that we know. There are known unknowns. That is to say, there are things that we know we don't know. But there are also unknown unknowns. There are things we don't know we don't know.” Unpicking that and applying that to me own coaching and supervision practice:

·         Known knowns- I reflect on my own skills and knowledge – not just from coaching and supervision, but also the holistic knowledge and experience that I bring- work and life experience etc. Remember that coaching is not something that occurs in a vacuum.

·         Known unknowns- I research the client industry/client prior to first session to establish some background knowledge- also great tool for rapport building. Sometimes the pre-session meeting reveals areas that I need to research and/or refresh. 

·         Unknown unknowns- I use my coaching journals to reflect on my development as a coach and reflect on how my emotional development in dealing with unknowns- initially it was a source of anxiety, now my reflection is that this is the source of excitement. I am also comfortable with being honest and open with a client and saying when I do not know something and then exploring countermeasures to address that. 

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

Faculty Member

Programme Director for ILM 7 Coaching & Mentoring Courses

Adding value through leadership coaching

Charlotte Randall

Every one of us can be perceived as a leader and will require at different phases in our lives to make this explicit. We have all had to plan, organise, execute and deploy on various levels in order to deliver an end goal. Invariably, we do not operate alone in the realms of leadership and rely on the skills of, and interactions with, other people to get the job done. It is these interactions that can create the biggest challenge for leaders and have the greatest influence on engagement and productivity. Similarly, leaders are faced with the seemingly relentless task of managing change with multifaceted interests. Responding to this requires resolve, resilience and a delicate balance of needs and energy to ensure progression in a proactive, rather than reactive, manner.

Transitional change towards leadership learning is evolving, through placing the learner at the center of their development. However, there can still be a reliance on a perceived expert delivering knowledge and I would argue that this methodology has minimal, or at worst, has no influence on practice if adopted as a stand-alone approach. There is definitely a place for engaging with leadership theories and models that are portrayed in the plethora of literature and leadership training courses, but the hard part (and the bit that often keeps leaders stuck) is how this knowledge actually relates to the context of their organisation, the personalities within their team, and how they identify their focus for change to transfer the learning into practice, achieving tangible results.

A catalyst for unlocking leadership potential, either attained through theory based learning or inherently from within the individual, is leadership coaching. How many of us actually take time out to reflect and question current practice, to identify the baseline from which to move forwards and focus on building the relationships in which we co-exist? How many of us can say we have honestly examined our influence intended and the influence felt when communicating through different media with others? How often do we say we have too much interference to perform our tasks fully, or we are avoiding difficult conversations that inhibit productivity? The key to enhancing knowledge development is personalising it to the current context of the learner, and exploring the challenges in an environment underpinned by values of confidentiality, trust, challenge and respect. Through a dialogue focused on reflection and solutions, an individual can be inspired to show up regularly as a leader in real time and, in a real live context, engage and deliver! The caveat here is that it is not a quick fix, it requires commitment by all in the relationship if it is to truly influence learning and add value.

A gift of time

Trish Hannen, Solicitor and Coach

When did you last give yourself time?

This is a question I sometimes ask clients. Time to think and reflect; time to assess and take a fresh look; time to plan, and commit to action.

Maybe the client can do this for themselves.  After all, they are going to have to come up with the answers anyway, right? 

But when would they do that? And even if they did set aside the time, would they really explore the issues fully, and push themselves enough?

Coaching can give the client time to do all these things; as well as the direction, focus and challenge to do them most effectively.

I think of it as protected time, when other demands and distractions cannot intrude.

It can feel like a gift.

This gift of time can be particularly powerful for people in a range of situations, including the following.

When a client is considering their next career move, coaching can help them focus on their options, consider the pros and cons, and plan how they are going to arm themselves to follow their chosen path.

A client who is in a new, more senior role can find coaching to be a useful addition to induction and training in adapting to their new responsibilities. They can be guided to identify their own perceptions of where the key challenges are and find ways to address them.

Sometimes a client has a tricky issue to deal with, that they feel stuck with. Coaching can be invaluable in helping the client to untangle the issue in a way that makes sense to them.

A client who has an important event or meeting to prepare for will often set aside time to do this. The added value of coaching here is to use that time most effectively, anticipating and exploring the possible outcomes or responses, and helping the client to rehearse for the event.

If a client, or prospective client, is ambivalent about the amount of time they need to devote to coaching, perhaps you can help them to see it as a gift of time to themselves.

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!