k2i consulting - coaching

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coaching & mentoring services
k2i coaching
	leadership executive
	performance coaching
	manager-to-coach training
	in-house coaching programmes
k2i mentoring
	in-house mentoring programmes
	executive mentoring
definitions
counselling coaching mentoring & consulting differences and similarities
why are coaching and mentoring so important?
benefits from coaching / mentoring
starting points for coaching/mentoring

coaching & mentoring

Coaching and Mentoring are high value, high yield development options which allow you to support your HR strategy by tackling key people issues in a very focused way.

A mentor helps people become more capable, a coach helps them to be more competent.

We can help by

Providing consultancy and training supporting organisations who wish to develop internal coaching or mentoring schemes
Providing external coaches/mentors to support executives, managers and teams
Providing training in coaching skills for managers



		Henley/IoD report on competencies for directors has focused attention on the need for some form of personal help for top managers to think through and manage how they acquire the level of competence required. A 1999 IPD survey suggested that almost all the top 500 UK companies have experimented with mentoring in some form and probably all have experience at some level of formal coaching.

k2i coaching

We provide two distinct coaching services

Coaching support by k2i consultants to executives, managers and teams (External) more
Development of an in-house coaching capability (Internal) more

K2i Coaching Programmes can help you

Evaluate the developmental climate of the organisation
Integrate coaching into a broad range of developmental approaches
Provide coaching support for executives, managers and teams
Train managers and teams in how to respond to coaching needs in the appropriate style
Train coaches in how to get the best out of the coaching relationship
Establish an in-house coach training capability and support mechanisms

leadership executive coaching

This is a personal development solution for people at, or near, the top of their organisation who demand of themselves a level of excellence. Executive Coaching enables individuals to identify barriers and create strategies to enhance and improve performance. The coaching activity is based on development of specific leadership competencies and is usually combined with profiling and some degree of 360 assessment.

performance coaching

Performance coaching can be done in groups, teams or one-on-one individually.

Team Coaching

Team Coaching is designed for the team with a common goal, or vision, that is bigger than the individual personalities of its members

Team Coaching moves whole teams forward through the process of building trust, breaking down communication barriers, and creating safe and open space to achieve desired business results. In Team Coaching, the focus is on the team's progress.

Group Coaching

Group Coaching takes place with five or more people simultaneously. A group can be any combination of managers in the organization who wish to accomplish the same goals.

The synergy of the group is used to support the individual. The synergy existing within the group often produces outcomes greater than each individual sum. In Group Coaching, the focus is on the individual, and the growth of the individual.

manager-to-coach Training

Assessments are used to get a snap-shot of who your managers are, who they would like to be, and what competencies will be required to move them up from conventional manager to coach manager.

in-house coaching programmes:

How we can help?

Design and implementation support of in-house coaching programmes
Training of coaches
Evaluation of coaching programme
Evaluate the developmental climate of the organisation

What are the deliverables?

The payoff from a coaching programme will normally be a mixture of the following:

Managers understand themselves, their colleagues and the organisational dynamics better, allowing more effective and productive relations to occur.
Attitude and behaviour is shifted to be more aligned with the preferred management style and working relationships are enhanced.
When all the members of a team are coached or mentored there is a resulting shift towards greater efficiency and effectiveness.
Team attitudes to team tasks are more focused, healthy conflict is exhibited and the group functions on a more creative level.

k2i mentoring

in-house mentoring programmes

How we can help?

Design and implementation support of in-house mentoring programmes
Training of mentors and mentees
Evaluation of mentoring programme
Evaluate the developmental climate of the organisation
External mentoring support to managers and executives

Mentoring is one of the fastest growing methods of developing skills and talent in European organisations.
Research into successful mentoring programmes indicates they are:

Relatively formal in the organisation
Focussed on clear learning objectives
Supported by training of mentor and mentee
Introduced in a structured, planned manner

What are the deliverables?

The payoff from a mentoring programme will normally be a mixture of the following:

Managers understand themselves, their colleagues and the organisational dynamics better, allowing more effective and productive relations to occur.
Attitude and behaviour is shifted to be more aligned with the preferred management style and working relationships are enhanced.
When all the members of a team are coached or mentored there is a resulting shift towards greater efficiency and effectiveness.
Team attitudes to team tasks are more focused, healthy conflict is exhibited and the group functions on a more creative level.
There is a greater ability to manage change and learning is more likely to become a way of life.

The requirement and schedule

A mentoring programme requires an investment of resources to instil mentoring as a natural part of 'the way we do things'. This would involve:

programme planning and development
how should the programme be launched?
who should it be aimed at?
what are the methods for evaluating success
responsibilities of mentor and mentee

executive mentoring

One of the most interesting developments in recent years has been the growth in senior executive mentoring for the most senior executives. This is almost always through external mentors, although T&N plc have experimented with a peer mentoring scheme at director level. Mentors at this level have a somewhat different role. There is less emphasis on application of learning and more on being a mixture of critical friend (who else challenges the CEO or directors on a personal level?) and sounding board.

This level of helping activity is particularly prone to confusion between coaching and mentoring. The difference at this level is that:

senior executive coaches do not necessarily have to have had extensive, practical boardroom experience. Mentors at this level must have "been there, seen it, done it"
senior executive coaches concentrate on the individual and his or her personal needs, but do not need a deep understanding of how organisations work - the politics, the structures, the interpersonal dynamics and boardroom roles. Mentors do need this understanding and must be able to express it through models that reflect the complex organisational issues.

We have a network of highly experienced individuals who provide executive mentoring. If you require further information please contact us.

definitions

Fundamentally, coaching is a process to help people by:

identifying where they could or should improve
motivating them to set and own personal improvement targets
helping them plan how to achieve those improvement targets
creating opportunities for them to practise the desired skills
giving objective feedback
helping them to work through setbacks

It starts with an assumption that the individual needs to make improvements in a specific area of behaviuor, skills or knowledge. It tends to have a strong element of judgement by the coach, who gives feedback.

The agenda is driven by the coach - not by the individual being coached, whilst the discussion between the coach and the manager is confidential - the outcomes are transparent and measured.

This is very different from 'mentoring' which starts from the assumption that there is no significant improvement to be made. A mentor is concerned about the whole person, not just about the job they do. The agenda is driven by the mentee - not by the mentor. The relationship is open, flexible and confidential.

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counselling, coaching, mentoring & consulting differences & similarities

	Counselling	Coaching	Mentoring	Consulting
Scope and limitations	Deals with emotional problems	Deals with performance problems and specific challenges	Deals with organisational, career or personal transitions	Addresses organisational issues predominately
Central focus	Problem centred	Task centred	Possibility centred	System centred
What is worked on?	Works on the client's embodiment of the problem	Works on developing and selecting options for behaviour in specific situations	Works on the interface between the individual's identity and the bigger picture	Works on the system, structure and processes within the organisation
Time frame	Past and present	Short to medium term	Past, present & future	Short to medium term
Areas for discussion	How the client feels	How the client acts	The client's thoughts, feelings & actions	What could be improved
Who does it?	Professional 3rd party	Line manager or professional personal coach	Professional unconnected to day to day life (off-line)	Professional 3rd party
Areas for potential benefit	Insights	Knowledge & skills	Knowledge, skills and insights	Organisational improvement

why are coaching & mentoring so important?

The rate of internally and externally driven change for organisations is likely to continue to increase at an exponential rate. Organisations will continue to move in the direction of not offering a 'job for life' but still wanting to attract and retain high quality staff and managers who can perform in changing circumstances. Employees will need to equip themselves with the necessary skills, knowledge and experience to manage change effectively whilst in a job, and with the vision and insight to be able to manage their careers in a more proactive way.
Coaching and mentoring help both organisations and employees to address organisational change initiatives by paying full attention to the part people play in this process. Specifically, coaching and mentoring can help to achieve the following necessary elements of an organisational change process:

Reconciling individuals' goals and attitudes with organisational goals and culture
Providing a challenging but supportive environment for exploring options
The opportunity for individuals to achieve real learning at all levels.

what benefits can you expect from coaching & mentoring?

Typical benefits observed by client organisations running coaching & mentoring programmes are:

Managers understand themselves, their colleagues and the organisational dynamics better, allowing more effective and productive relations to occur.
Managers typically report greater clarity of vision and direction in relation to their current job role and future career path.
There is a shift in thinking from purely operational into a more strategic mode.
Attitude and behaviour is shifted to be more aligned with the preferred management style and working relationships are enhanced.
When all the members of a team are coached or mentored there is a resulting shift towards greater efficiency and effectiveness.
Team attitudes to team tasks are more focused, healthy conflict is exhibited and the group functions on a more creative level.
When a critical mass of individuals are mentored in an organisation there is a greater alignment between the organisation's constituent parts and a movement towards a corporate feel.

There is a greater ability to manage change and learning is more likely to become a way of life.

starting points for coaching & mentoring

The coaching or mentoring solution used by an organisation must be carefully chosen. It depends on a combination of the results hoped for, the people involved, the resources available and the organisation's starting point. The starting point can be defined by the pressures, opportunities and changes facing the organisation right now. For example coaching & mentoring can be used to great effect by organisations experiencing any one of the internally or externally driven environmental conditions featured below:

Cost cutting	Culture Change
Mergers & acquisitions	Expansion
Need for Flexibility	Multi-skilling
Change of Core Business	Strategic Alliances
Need for enhanced performance

What are the aims of coaching & mentoring?
Organisations may decide to use coaching or mentoring to achieve a number of aims, which are derived from the organisation's starting point, and therefore from the current needs for change and development. The diagram below illustrates the range of possible directions that mentoring can take:

Coaching & Mentoring approaches
Once the coaching and mentoring starting point and aims have been established, the mentoring approach can be identified following the route below:

*What is the purpose of the mentoring?* PROTÉGÉ MENTORING For introducing new starters and finding new talent ISSUE-BASED COACHING and MENTORING Tackling and solving specific issues GOAL/CHANGE LED COACHING and MENTORING Enabling alignment to organisational goals or enabling change TOP TEAM COACHING and MENTORING Used to promote teamwork, enable goal setting and enhance communication at top team level SKILLS DEVELOPMENT COACHING Used to develop specific skills CAREER-BASED MENTORING Used to help individuals to plan their careers
*What type of mentors/coaches will be used?* INTERNAL MENTORS/COACHES Appropriately trained and qualified staff from inside the organisation EXTERNAL MENTORS/COACHES Specialists from outside the organisation
*What mentoring format will be used?* INDIVIDUAL COACHING/MENTORING one-to-one GROUP COACHING/MENTORING facilitated groups