Colleagues are to make use of coaching skills at the appropriate times during all their interactions with students and other colleagues. Whilst elements of a coaching style are included in the existing developmental provision the requisite skills are not collectively promoted as a valuable skill set for use in other contexts. It can be an effective tool for project delegation, problem solving, performance management as well as helping someone to explore their career opportunities. Our current development opportunities are specified below, and we are developing application and awareness of coaching skills for all everyone.

Courses and resources

The following courses and resources provide online and face to face development opportunities for your coaching:

Coaching and Mentoring - Quality Conversations

Successful mentoring and coaching conversations engage people by challenging them to think, act and learn for themselves.  This course will encourage you to develop the skills and techniques to enable quality conversation when coaching or mentoring. We will explore situations and models that can be applied in the workplace. Follow this link to book on to the Coaching and Mentoring - Quality Conversations course


Coaching Techniques for Academia

We are currently developing an online resource and face to face session for developing your coaching techniques. For more information please contact People Development.

Coaching Conversations (4 weeks x 2-3 hours per week)

About this course: Throughout the Coaching Skills for Managers specialization, we’ve discussed many topics for improving coaching conversations with our employees. It is now time to put all of that theory and discussion into practice and examine great examples of common coaching conversations!

Note: This course builds on all previous courses in the Coaching Skills for Managers specialization. It is highly recommended that students complete or be familiar with the topics covered in those courses before taking this course. In particular, you should be familiar with the coaching strategies and tools discussed in previous courses (such as the 5 whys technique, resisting what is, among others), and should have a full understanding of the Thought model and the various components of it: circumstances, thoughts, feelings, actions, and results.

Leadership Coaching Through Turbulent Times- Playing with eFIRE (3 weeks x 3 hours per week)

About this course: In today’s complex and uncertain world, how can you use coaching and mentoring to untangle messy problems and find solutions that will help you – and your staff – to survive as well as thrive? What strategies can help you to enhance the potentials and overcome the pitfalls of the leader-as-coach?This online course will show you how to apply eFIRE, a unique coaching model, to increase your impact as a leader, reflect on your experiences and receive peer feedback. You’ll explore a variety of coaching cultures through vignettes and the lens of leaders who are experiencing challenges with staff.

Coaching Conversations

  • The Will and the Skill: A Coaching and Mentoring Exercise
    • Before selecting an appropriate coaching style, a coach must first establish their coachee’s level of skill and will. This exercise will help coaches develop their ability to accurately determine the coaching style best suited to a coachee’s needs
  • The GROW Model
    • The GROW model is a simple yet effective technique which can help coaches plan and structure their coaching conversations.  
  • Top Tips to Coaching
    • These top tips will help you to conduct a coaching relationship effectively.

Use these assessments to consider how effective you are as a coach/mentor, and identify any areas for development:

Coaching is 'Unlocking a person’s potential to maximise their own performance. It is helping them to learn rather than teaching them.' (Whitmore)

Coaching is a confidential process which aims to help you discover how to address your challenges; develop greater self-awareness; identify goals and potential barriers; develop appropriate skills and strategies and feel empowered to take action. If you have management/leadership responsibilities, this may result in enhancing your ability to lead and communicate with others.

Coaching can help in these scenarios:

  • Talented staff with potential can be developed ahead of time
  • Support in improving skills, working relationships; managing conflict; dealing with underperformance
  • Can generate ‘creative reflective space’ which fosters innovative thinking
  • Can help build resilience of individual and their team
  • Improve coachee's ability to relate to and influence others; to manage his/her time or how s/he comes across.

"13 myths about coaching" is useful for anyone considering coaching support and explains why coaching is not the right solution for everyone all of the time.

Coaching normally involves four 90 - 120 minute meetings, one every 3 - 6 weeks, arranged at a mutually convenient time for coach and coachee and set up from the start. The meetings are usually completed within 6 months and although coaching relationships can vary in length, it is not anticipated to extend past 12 months. After a few sessions, coach and coachee will review progress towards the coachee’s goals and agree if more than 4 sessions are needed.

People Development maintain a register of approved coaches who have been vetted, are suitably accredited, with excellent references. We provide a brokerage service to help individuals source the most suitable external coach.

The costs of the coach are usually paid by the College or Service and we assume that manager's permission has been gained, as meetings usually (but not always) take place during working hours.

To request an external coach please complete the External Coaching Application Form and talk to your HR Business Partner in the first instance; they will be able to help you formulate your application including any financial requirements.

This is then passed to People Development and a member of the People Development team will contact you to establish:

  • whether coaching is the best method to achieve your goal
  • your coaching needs and which of our coaches might be best suited to help you

People Development will then introduce you to a coach for a "chemistry session" to make sure the match is going to work. Once agreed your coaching can start.

At the end of your coaching period you will be asked to provide feedback on what you have gained from the expeirence and progress to meet your stated objectives.

If you are leading a significant project at the university and are wondering how you might best support project members, you may want to consider whether coaching key individuals or a specific team might be helpful. The first step is to contact Rachel Brewer in People Development to discuss your requirements.

These days it is no longer enough as a manager to be a talented individual or expert. Increasingly in demand are ‘expert individuals’ who are able to develop talent and results from others, but not by increasing the controls on them or by monitoring staff more closely.

Managers need a range of conversational skills and techniques in their ‘toolkit’ to help others develop fully and feel empowered to take responsibility which is where coaching skills comes in. These vital skills are incorporated into many of our longer, management development programmes leading to a qualification, and our ‘management know-how’ suite of programmes.