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Skills and Development
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Coaching: Still on the fence?

Posted By Clore Social Leadership, 30 July 2024

Here at Clore Social Leadership we partner with coaches that are passionate about delivering impactful leadership development across the social sector with our Find a Coach offer.

The benefits of coaching for leadership development are undeniable. Numerous studies have supported this, reporting that coaching boosts productivity by 44%; 80% of people who experienced coaching reported increased self-confidence, whilst over 70% benefited from improved work performance and increased communication skills.

But what is coaching? Whether delivered in person or online, coaching provides an opportunity to address day-to-day challenges, overcome strategic roadblocks, and seize new opportunities in one 1:2:1 environment. The sessions are used to interrogate your chosen topic through lines of questioning, leading to an exploration of the potential solutions and next steps that can be trialled in real time.

"Coaching has helped me to pause and ask myself the bigger questions before running headlong into big decisions, and I’ve used the open questions in lots of strategically difficult moments since to great effect!"
- Clore Social Leadership coaching participant

At Clore Social Leadership, we work with coaches from across the UK who specialise in a variety of topics that are commonplace in the social sector, including but not limited to, navigating uncertainty, seizing new opportunities, team wellbeing, future planning, women in leadership, behaviour change, resilience, goal setting and burnout.

If you are still on the fence about coaching, below you can learn more about the impact of coaching and how it can benefit you and your team:

Increased confidence: Coaching has been hailed for its positive impact on confidence; research found that for senior leaders coaching increased their confidence to navigate opportunities and challenges in their specific leadership role and increased their trust in their direct reports. With social sector leaders required to navigate ever increasing workloads, investing in your ability to delegate and communicate can only be a plus!

Emotional intelligence: Sometimes known as EQ or EI, emotional intelligence is commonly defined as the ability to show self-awareness, self-regulation, empathy, and social skills. Coaching provides you with the vital space to reflect on your own behaviour and how you read and react to the behaviour of those around you, equipping you to navigate a sector  where emotional intelligence is vital not just internally, but when working with your beneficiaries and stakeholders.

Career planning and development: If you’re feeling stretched it can be tricky to find the time to consider your next career move, relating to your initial passion for your organisation's cause. Making space to discuss what your progression looks like with a third party can be invaluable. Your coach can support you in exploring opportunities and help you find an appropriate route to your next career move, reestablishing your driving force behind working in the social sector.

Goal setting: For many, contentment lies in having something to look forward to. However, ‘keeping your head above water’ has become commonplace for so many in the social sector. Coaching can provide you with the opportunity to discuss what you really want from your career, considering what goals can support you in seeing the bigger picture, aligning your professional ‘why’ with your personal values.

Conflict resolution: Conflict in the workplace is almost unavoidable. You are bringing together a diverse set of strangers and asking them to work towards the same vision, and once you consider the sensitive and complex issues so many in the social sector are grappling with - there is bound to be a difference in opinion. When conflicts do arise, it is easy to make snap decisions in the heat of the moment. However, coaching can provide a unique time to step back and reflect, either in hindsight or before the conflict is resolved, allowing you time to holistically evaluate what is really happening. The intention is that you can then take these learnings with you to your workplace in realtime to encourage a more constructive dialogue.

Incredibly, these aren’t all the benefits of coaching, improved productivity, communication, accountability, motivation, collaboration and employee retention are just some of the other benefits of coaching that are commonly cited by coaches, participants and organisations who engage with this professional development tool.

So if you think coaching could be for you, why not begin by exploring the experienced coaches on Find a Coach, all passionate about supporting the development of individuals from across the social sector, wherever you are on your career journey.

Tags:  challenges  coaching  Leadership  skills  socialsector  tips 

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Let go of Clark Kent and be Superman in the office instead

Posted By Clore Social Leadership, 09 May 2017
Updated: 22 October 2020
I was full of energy: I was careless, content, excited, and enthusiastic. Then I was born. From that moment on I began to be shaped and moulded in to what other people wanted me to be.

This might sound dramatic, but take a minute to think about it. As a child, were you ever so angry or upset that all you wanted to do was scream and shout? Did you then learn that this wasn’t appropriate? Why wasn’t it appropriate? Were you told to sit still in restaurants when every atom of your being wanted to run around and play? As we grow older, we start to behave as other people want us to, we listen more to the external cues than what our bodies are telling us on the inside.

When I first entered the workplace, little had changed in this regard. I was still listening to what the outside world was expecting of me. I put on the suit and tie, wore smart shoes, gradually (though unintentionally) diluted my regional accent, and generally behaved as I thought an office-based 9-5 working man should behave.

It didn’t matter that the shoes were uncomfortable and that I couldn’t afford the suits on a junior officer’s wage, I did what I thought the outside world was telling me to do and it paid off. I was rewarded for my efforts, and before I knew it I had landed a management role and now the outside world had something different to say.

'You’re a manager now; time for a nicer suit to match the bigger shoes. Maybe don’t go to the pub for Friday drinks – none of the other managers do.'

I continued listening to this voice and behaving in ways that I felt I was expected to. I wasn’t curious as to why I needed a different suit or why I needed a team to be in the office and at their desks, and I didn’t have the courage to challenge the norm.

I began to feel like Clark Kent. At work I donned the suit and played the role of friendly and productive colleague, but I had a secret – outside of work I laughed and I played. OK I didn’t wear a cape and fight the forces of evil, but I was somebody different to the person I was in the office.

In my early career the effects of this were magnified as I was hiding my identity as a gay man from my colleagues. On a Monday morning when colleagues were discussing their weekend I’d carefully refer to my partner and make a point of knowing the straight bars and clubs that I might have frequented. I wasn’t ready to share my tales of podium dancing at the Le Grand Fromage night in the local gay club.

But should I have? I’m not suggesting that people who identify as LGBTI should come out at work if they’re not ready to. What I am suggesting is that we’d all benefit, as would our organisations, if we brought even a bit more of our true selves in to our places of work. My experience is that it’s tiring hiding. Hiding wastes energy that could be far better spent advancing our cause, and it impacts on our relationships with colleagues.

Trust is instinctual and people have a sense if we’re holding something back. If people are unable to trust us to be honest about who we are, how can they to trust us to lead them? When you head into the office tomorrow, try taking a little bit of yourself in with you – the same you that enjoys life outside of work, and notice if your day is any different.

This blog is part three of a series of blogs Mark wrote as part of his 2016 Clore Social Fellowship Programme. It was originally published on Third Force News.

Mark Kelvin is Programme Director at the Health and Social Care Alliance Scotland.

Tags:  change  culture  future  management  politics  socialsector  team  wellbeing 

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