The Pygmalion Coaching Programme

LOOP model poster LRIntroduction

The Pygmalion Coaching Programme is based on cutting edge theory and practice in leadership development, and we have extensive experience and understanding of best practice in this regard.  A key feature of the coaching programme is on assisting the individual to develop the necessary emotional competencies (EQ) and personal insight and understanding to effectively manage people relationships (including group dynamics and the politics of power) and performance in our evolving organisations.  Coaching can be differentiated into three distinct but often linked opportunities:  Personal Development (a longer term, developmental intent addressing Capability), Performance (there is a need for change in specific behaviours to improve Performance within a required time frame) or Learning (the need to develop specific skills, knowledge and experience to improve Ability).

The coaching contract provides the opportunity to define the specific intent and focus on the coaching partnership.  The programme is also strongly focussed on achieving specific outcomes – action is a priority, and the client is the expert in his/her own life: this is what distinguishes coaching with counselling or therapy.  Pragmatism and real behaviour change must follow from insight and understanding.  Coaching is a journey of exploration, and as such is strongly developmental and process orientated.

“Coaching provides an opportunity for you to explore, understand and address those issues (based on feedback and/or work/social context considerations), personal attributes (how you think, feel and behave) and competencies that are important to your effective performance at work, in relationships and realising your personal life goals”.   (Sean Germond)

The Coaching Process – Contracting is critical

We understand the coaching process as one that starts within a well defined context – i.e., client, coach and organisation have a clear understanding of the intent, principles and practices underlying the coaching service that is required. The coaching intervention, moreover, is a specific workplace relationship that is bound by a “contract” that covers the partnership right through to closure (when specific goals have been met).This contracting is seen as an essential step to ensuring the integrity of the coaching intervention – managing the interests, expectations and accountabilities of coach, client and company.

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Matching Coaching Frameworks with Client Leadership Models

There are many coaching models that define or describe this journey, and we have found that inmost cases, there is a need to tailor the particular coaching programme to meet the requirements of the organisation as well as incorporating existing models/language that the client is familiar with.

We have found that no specific model is the “panacea for all ills”, and that our approach is rather to advocate for an inclusive (eclectic and coherent framework) and pragmatic “problem situation” and “opportunity development” approach, that sees coaching as essentially a “helping” relationship with the coach providing a service to the individual client within a broader contract with the organisation.

Slide08A Journey  – The Coaching Programme itself

The coaching programme typically consists of a structured (planned) series of 60 minute face-to-face on-site sessions over a defined period interspersed with real-time availability and regular contact via email/telephone to monitor/review progress and provide the necessary ‘reflection’ and ‘sounding board’ support to the process.  The actual number of sessions may vary depending on emerging outcomes, however minimum of 8 to 10 hourly sessions are proposed as a basic structure to the programme.

Typically, through scheduled review sessions with the referring manager (and yourself as HR executive where indicated), any further coaching that is required will be then re-contracted on a 3 monthly basis with a minimum of 3 sessions during that period.    The structured approach is deliberate as it provides an understood accountability framework, time-frame, coaching process and objectives in support of the desired outcomes (and associated change indicators that would provide tangible evidence of a “return on learning investment”) that will be explicitly agreed upon in an initial 3-way referral and ‘contracting’ session with the line manager and client.

Our coaching methodology is based on an understanding that a coaching conversation tends to have three distinct phases, albeit with regular review/iteration as required depending on emerging outcomes and developments during the course of the programme.   There are regular reviews of the process itself and the content that is emerging, to ensure that the programme remains on track and is delivering the outcomes expected.

As with all developmental programmes, at times feedback from stakeholders and significant others will be considered as necessary and relevant information in support of the conversation.  Where indicated, psychometric and stakeholder feedback assessment may be considered, however, we will work with existing reports that are available.

  1. Initial Phase:  Contracting, Assessment Feedback, Clarifying Objectives and Desired Outcomes.  Defining intent and desired outcomes and working through relevant psychometric assessment feedback.  This is s to enable us to monitor impact of the coaching programme, appreciating context issues (personal & organisational) and translating these into smart goals that are critical to the success of the coaching process (sessions 1 – 3)
  2. Working Phase:  Focussing on desired personal ‘change agenda’.  Linking personal insight and self awareness with more adaptive leadership practices, developing alternative frames of reference and behaviours, and providing required learning through reading, reflection and role play exercises within and between sessions (sessions 4-8)
  3. Follow Through Phase:  Sustaining the change achieved.  The last phase is to ensure sustainability of the insights/awareness and achieved changes in leadership practices by reflecting on the coaching experience, and formally reviewing the outcomes with the referring manager and facilitating a way forward plan of intended strategies in support thereof (sessions 9-10)

To support the above, the client will maintain a ‘logbook’ or ‘diary’ that documents key insights, themes and outcomes.

Any reports generated by the Coach will be emailed in an encrypted format to the client to ensure confidentiality.