ILM Level 3 Award in Leadership and Management
Understanding good practice in workplace coaching
1. Understand the context for effective workplace coaching
1.1 Describe and define the purpose of the workplace coaching?
There are a number of definitions to what coaching is; I feel that I can personally relate to the following definition:
Reference: Coaching for Performance: Sir John Whitmore:
‘Coaching is unlocking a person’s potential to maximise their own performance’.
Coaching allows an individual to ‘unlock’ their potential through use of questioning techniques to find their own solutions and develop their own skills and behaviours.
Coaching must be an ongoing process to encourage the individual to learn and development. There may not be any ‘quick win’ solutions.
Coaching enables the individual to break down barriers by using their own thought processes. They are not ‘given’ the answers but encouraged to find solutions. Coaching can change behaviours and attitudes with an increase in performance.
Currently the coaching model I have recently learnt and have started to introduce is OSCAR.
When I follow the above structure, I always remember the following in each of my coaching sessions:
• Always ask effective questions, use of open questions to gain an insight into the current situation.
• Ensure that I have a rapport with the individual and always be supportive.
• To actively listen and I always reflect back to ensure I have understood the coachee’s situation.
• I make a conscious effort to remain detached and non-judgemental.
Currently, within the organisation and the role I am in, that ‘informal’ or corridor coaching can allow me to encourage the agent to address the problem without me providing the answers.
‘Formal’ coaching allows me to provide structure to the team and time is provided to spend quality
References: Gilbert & Whittleworth, 2009 – The Oscar Model Definition of Coaching – Sir John Whitmore