This document discusses coaching and mentoring. It defines coaching as "a teaching process in which an individual is supported while achieving a personal or professional goal" and mentoring as "an ongoing relationship of learning dialogue and challenge." The document then discusses qualities of good coaches and mentors, why coaching is valuable, and a model for coaching called the star model which involves building rapport, listening, using intuition, feedback, and asking questions. It provides examples from companies like Innocent and Toyota on how they implement coaching and mentoring.

1. Learning to Coach
Iain Davidson
www.iaindavidson.com @seeingstones

2. So what is...coaching?

3. How does it differ from mentoring?
(from Homer-Athena and Telemachus)

4. Coaching = “A teaching process in which an individual is
supported while achieving a personal or professional goal” (W)

5. Mentoring = “An ongoing relationship of learning
dialogue and challenge” (W)

6. PROCESS
Individual
Tas
k
TIP

7. What are the qualities and behaviours of
a good mentor or coach?

9. Why coach?
(What’s in it for me?)

10. How to do it: the star model
Building rapport and relationship
Different levels of listening
Using intuition
Supportive feedback
Asking questions

11. The 1:1 learning and development
relationship. What’s changing?
Non
Directive
Directive
I know you
I tell you
You follow my instructions
You know how
I ask you
You Decide
Old School
New School

12. Your experience?
Your (5)values/purposes?
Why are they important?

13. Case Study: Innocent
Five Values:
natural
entrepreneurial
generous
commercial
responsible

14. Innocent values
“Development and change are good.
The opposite is stagnation and stagnant people smell like ponds”
“The role of innocent is to provide
opportunities to learn and a culture that
supports and encourages people to lead
and challenge themselves”

15. Write down 1 or 2 goals for this year (5 mins)
In pairs take role of coach/client, listen and
respond. What works? What doesn’t?

16. Questions for you...
how comfortable am I when not contributing my own thoughts?
how much did I resist adding what I thought or new?
what effect did it have when I concentrated only on what they
said or thought?

17. How to do it?
• Find time and space/place
• Use an ‘agent’, laptop or A5 pad
• Ask mentee to prepare A5 summary
• Sit and discuss (mentee does 70% of talking)
• Use GROW model
• Drive with carefully crafted questions
• Mentee comes up with the answers and actions
• Agree action plan/dates

18. GROW
GOALS
REALITY
OPTIONS
WHAT
(will I do?)

19. SWOT

20. Driving with Socratic QS
• 6 types of open questions
• Clarifying questions
• Probing assumptions
• Probing reasoning
• Probing evidence
• Probing viewpoint and experience/perspective
• Probing implications and consequences and
• questions about questions (hazelnuts)

21. Powerful Questioning
• Simple, open questions often have the greatest impact
• Powerful pauses (allow people time to frame response)
• Direct gets to the heart of the matter
• Complex questions confuse people
• Why? Can irritate and get a defensive response
• Create clarity, show empathy, don’t judge!
• Not controlling or designed to dominate

22. Case Study: Toyota
Leadership and development through
teaching, coaching and mentoring

23. Toyota: 5 coaching
questions
1. What is the target condition?
2. What is the actual condition now?
3. What obstacles are preventing you?
4. What is you next step?
5. When can we go and see what we have learned
from taking that step?

24. The Coaching Manual by
Julie Stair
‘Gamestorming’ by Dave
Gray, Sunni Brown, James
Macfuno
Toyota Kata by Mike Roller
‘Innocent’, our story and some
things we’ve learned
(Penguin)
So...GOOD LUCK!
What Next? Where Next?
Books