Coaching take place on a one-to-one basis, used with groups, provided by peers or used as a management tool.

It adds value in many situations, but especially:

When developing leadership skills and improving the performance of senior managers and above
In the first 100 days in a senior role in an organisation, which is when there is an increased danger of people leaving
Supporting high profile employees
In specific times of change, such as when managers/leaders take up a demanding new role, make people redundant or have to lead change
When an individual is returning to a demanding role after prolonged absence such as maternity leave, illness, caring for relatives or depression
When poor performance or behavioural problems need to be addressed
As a management tool to develop and motivate staff

When coaching is most powerful

Interdependency is the safety culture associated with the fewest accidents and injuries and is therefore the safest way of working - (ref research Du Pont Bradley Curve).Trust is the key interpersonal component of Interdependency - (ref Beehive/Bangor University research).

Trust is an attitude. To increase trust and therefore interdependency it is necessary to demonstrate you are worthy of trust by displaying trustworthy behaviours - (ref Beehive/Bangor research &Trustworthiness Elements)

If you demonstrate trustworthiness through the five principles, others are invited to reciprocate and therefore trust and interdependency builds. The five Principles are:

The D2iP b.SAFE Safety Leadership Programme is designed to introduce the five principles of trustworthy behaviour and trustworthy leadership within the organisation.

When coaching is most powerful

ILM Coaching & Mentoring

ILM Accredited Coaching and Mentoring Programmes

Ethics

Benefits

Coaching Principles

What we offer

Coaching Supervision

Organisational Behaviour Change

Coaching & Mentoring

Team Development

b.SAFE Behavioural Safety

Management & Leadership

Beehive Cymraeg