Magnus Ågren’s Post

Coaching for Performance by Sir John Whitmore A seminal book for those interested in coaching, the 4th edition has remained relevant despite it being published almost 15 years ago. It covers the principles and practice of coaching, and the applicability to the workplace and leadership instances. Below are some key points noted: The Essence & Goal of Coaching: Is to unlock one's potential to maximise their own performance (unleashing their Inner Game); by building Awareness, Responsibility and ultimately Self-belief in the coachee. In which, building Awareness refers to sharpening acuity to high quality, relevant input, leading to empowerment and skill; building Responsibility invokes self-motivation and commitment. Combing both ultimately trains an attitude of mind that pursues inner potential all the time. The Elements & Practice of Coaching: The key element requires using Effective questions. As far as possible, avoiding 'why' questions (which may imply blame attribution) and 'how' questions (this invokes the analytical mode, which limits deep awareness). The GROW model is espoused, consisting of: - Goal(s), which defined as descriptively as possible; - current Reality. This involves objective introspection by focusing on descriptive details and tapping on the senses, emotions and attitudes; - generating Options to reach the Goals generated; - and finally a set of 'Will' questions, that will determine the actions to be taken, timeframe, etc. Coaching in the Workplace: - The benefits of coaching in the workplace are undeniable; improved performance & productivity & resource planning, improved Quality of Life & relationships, improved creativity, improved agility; - It is the implementation that limits the effects. It is an intricate balance between performance, learning and enjoyment. Coaching in Teams: Largely similar to coaching an individual, with the additional development phases needed to bring the team together. The phases are: Inclusion, Assertion and Cooperation Common Goals & Ground Rules (collectively generated and agreed upon) are more imperative for team coaching, as it sets a framework for all to follow and becomes the glue to bind members together Coaching for Leadership: The biggest challenge in current Leadership instances is for Change to be sustainable. For that, Culture needs to evolve. Fear is the main factor preventing culture evolution (fear of unknown, fear of breaking something working, fear of loss of control, etc). To break the cycle, it begins with Deconditioning (shedding baggage), Personal growth (of the leaders) followed by Transpersonal development. Note: The 5th edition is available, revised with new practical exercises, corporate examples, coaching dialogues, and a glossary, strengthen the learning process, whilst a critical new chapter demonstrates how to measure the benefits of coaching as a return on investment. (https://lnkd.in/giYzFRA8) #coachingpractice #leadershipcoaching

Continual learning is the best antidote in a VUCA environment. While the book review is done on the older 4th edition, much of the content remains relevant, 15 years after publishment. A more comprehensive review can be found here: https://lnkd.in/gFCHT5Eu #leadershipcoaching #coachingpractice #continuallearning #performancecoaching

In the past, leadership coaching was often seen as a last resort for struggling employees. However, organizations now recognize the proactive benefits of coaching in developing leadership talent, boosting engagement, and retaining key personnel. According to the International Coaching Federation (ICF), a vast majority of organizations have witnessed a return on investment from coaching, with 96% of executives expressing willingness to repeat the process. As someone who has served as an internal coach within organizations, I've found that finding the right coach can indeed be challenging. However, leveraging internal resources and networks can often yield excellent recommendations for qualified coaches who understand the organizational culture and dynamics. When selecting a coach, it's essential to assess not only their credentials and expertise but also their alignment with the individual's needs and comfort levels. From my experience, this alignment significantly enhances the effectiveness of coaching engagements and fosters a trusting relationship between the coach and coachee. To maximize the value of coaching, I've often emphasized the importance of building self-awareness and leveraging feedback as foundational steps. Setting clear goals collaboratively with the coachee ensures alignment and focus throughout the coaching journey. Additionally, active participation from the coachee is crucial for translating insights from coaching sessions into tangible actions and behaviors. As an internal coach, I've also seen the significance of establishing a robust support system beyond the coaching engagement. This includes integration with the coachee's manager and ongoing development initiatives to sustain growth and progress. In conclusion, coaching is not only an investment in personal and professional development but also a collaborative journey towards realizing one's full potential. By choosing the right coach, setting clear goals, and actively engaging in the process, individuals can unlock new opportunities for growth and success in their careers, within their organization.

The book club reviewed Coaching the Team at Work by David Clutterbuck. David Clutterbuck's Coaching the Team at Work is a foundational text for those interested in team coaching. It offers a comprehensive and pragmatic guide to the art of working with teams to improve performance, collaboration, and self-sustainability. Written by one of the pioneers in the coaching field, this book explores the nuances of coaching within the team context, providing both theoretical frameworks and practical tools for professionals aiming to cultivate effective, resilient teams.   Team Coaching vs. Individual Coaching Clutterbuck distinguishes between individual coaching and the complexities of coaching a whole team. He argues that coaching a team requires more than the sum of individual coaching skills—it demands a focus on the team's collective intelligence, relationships, and dynamics. The book emphasises the shift from traditional coaching methods toward an approach that nurtures the team's collective capability to self-coach. Systemic Approach A notable strength of the book is its systemic approach. Clutterbuck views teams as systems embedded within larger systems, such as the organisation and its culture. He stresses the importance of understanding these wider contexts to support sustainable change. This systems thinking approach adds depth to his coaching methodology, encouraging coaches to be mindful of how external factors impact team behaviour and performance. Developing the Self-Sustaining Team One of the central ideas in Coaching the Team at Work is the notion of creating self-sustaining teams. Rather than fostering dependence on the coach, Clutterbuck advocates for empowering teams to develop the skills and processes necessary to coach themselves. This shift in mindset aligns with contemporary leadership trends that value autonomy, distributed leadership, and peer learning. Practical Tools and Frameworks The book provides a range of practical tools and models, such as the "TEAM" model (Task, Engagement, Accountability, and Metrics) and strategies for managing common team dysfunctions. These frameworks are particularly useful for coaches and leaders looking to apply team coaching in real-world settings. Clutterbuck's focus on measurable outcomes and structured processes also helps to align team coaching with business goals. Navigating Team Dynamics Clutterbuck delves into the complexities of team dynamics, including trust-building, conflict resolution, and managing diversity of thought. His exploration of how to coach through these challenges is insightful, highlighting the coach's role as a facilitator of dialogue and collaboration rather than as an expert with all the answers. Strengths Deep Expertise: Clutterbuck’s wealth of experience in coaching is evident throughout the book, which is rich with case studies and examples that illustrate his concepts in action.

Bill Gates once said, "We all need people who will give us feedback. That's how we improve." Working with other leaders as an executive coach requires frequent feedback too, as this is how I improve as an executive coach. This is why surveys play a pivotal role in my executive coaching practice. They provide critical insights into the effectiveness of my coaching methods and highlight areas for improvement based on my clients’ opinions. Surveys serve as a structured feedback mechanism, allowing for a comprehensive understanding of client experiences, outcomes, and satisfaction levels. I systematically gather and analyze this data. Today, I know that 100% of my clients would recommend me as an executive coach to other leaders, with a Clean Coaching efficiency rate of 98.06%. I also realize what needs to be improved, even among these high marks. These are the 12 most important conclusions of this report from the last 10 coaching sessions (out of my total of 1500): 1. While 93% of my clients achieve their coaching targets, surveys help identify specific barriers preventing the remaining 7% from reaching their goals. 2. Surveys reveal that 78% of clients find my coaching very valuable, and 22% find it extremely valuable. 3. The feedback indicates that most clients value the new reflections gained from my powerful questions. 4. With 90% of clients gaining significant awareness of their leadership mission, surveys help pinpoint the factors that elevate awareness for the remaining 10%. 5. Surveys show a 56% increase in leaders’ effectiveness and significant improvement in their ability to influence others. 6. There is a 45% improvement in delegation and strengthening others. 7. Six in ten clients improved significantly in understanding others' points of view, with room for growth for the remaining clients. 8. With a 97.88% proficiency in focusing on client outcomes, surveys help identify subtle areas for further improvement to achieve near-perfect alignment with client needs. 9. Although highly rated, surveys highlight slight gaps in my active listening and clean coaching techniques. 10. Surveys indicate a need for improvement in time and session structure management. 11. Surveys confirm that 98.89% of clients feel I create a safe learning environment, crucial for effective coaching. 12. I know how I could specifically improve my coaching process thanks to a separate question devoted to this matter only. By systematically collecting and analyzing client insights, I can refine my coaching methods, enhance client outcomes, and maintain a client-centered approach that respects and responds to their unique needs and goals. This commitment to leveraging survey data helps me ensure that my coaching practice remains effective, and aligned with the highest standards of professional excellence in executive coaching. The report below demonstartes all details of my research. Enjoy reading! #executivecoaching #leadershipdevelopment

Certainly coaching isn’t an easy job, but it is very important for the development of people. It’s key to understand their background, to consider their personality and what moves them. The key is to undestand every one’s engine to move, drive and consolidate performance.