Royal Bank of Scotland
Describing how our CompassCoaching programme helps managers identify and achieve their development goals...
I worked with Martin (Harvey) as a coach in 2013/14. My manager and I agreed 1:1 support would help with a very specific business issue. I was sceptical at first – I’ve been operating as a senior manager for over 10-years and never used this kind of development before.
My manager joined us for part of our initial meeting; we discussed the context to the business issue and how we would keep my manager informed of progress. That ‘fit session’ with Martin was very relaxed. We each spoke about our work history and current roles and he described how the six sessions would work and what I could realistically expect to get from the process. It really was just a pleasant conversation to discover if there was enough chemistry for us both to want to continue. We spoke for nearly two hours and both agreed we wanted to continue working together for the six sessions.
I didn’t really know what to expect or what I would have to do. The six sessions followed a clear process and moved through three distinct phases. This helped me track progress and provided the structure I needed to feel that things weren’t being done to me. We had agreed from the outset to use a direct style as this is how I prefer to operate at work. The first two or three sessions were all about awareness and discovery. We used my 360° Personal Feedback Report and a couple of psychometrics to build up a picture of my behaviour and priorities. Martin asked loads of questions and played back what he was hearing. Some of his observations were startling; things I had never noticed or considered before.
After each session we agreed a ‘homework assignment’; a chance for me to try new things in the workplace, or gather more information. Each had a different focus or used a different media and at the beginning of the next session I shared my findings or results. This practical approach was just what I needed to keep me engaged and focused on results.
The sessions moved seamlessly through an action and direction phase where our conversations concentrated on me identifying the aspects of my behaviour that I wanted to change and what the likely impact could be. We used real life examples to help me understand the impact I was having on others – it was completely focused on the here-and-now and my impact on others. Martin proved a good sounding board but was quick to challenge my assumptions and intentions if he felt I was taking the easy option. By now I was doing most of the talking in our sessions and Martin’s role was a guide to make sure we didn't stray off track. The process took me out of my comfort zone. I don't think I would have taken so much from it – or got to grips with behaviour change – unless this had been the case.
The final sessions looked at how I would take on-board the new ideas, approaches, behaviours and tools that I had identified. I appreciated Martin’s honesty and empathy here as he recognised how easy it would have been for me to say the right things but not deliver. He helped me shape a pragmatic development plan that I have pinned next to my desk and that I work on every week.
The 1:1 support has been really helpful. I feel more in tune with my colleagues and more able to respond to what they need rather than what I think they need. I have more confidence to handle one or two tricky employees and have learned to give more of myself to help others understand me and my actions. I am developing an added ‘toughness’ to my management style that makes performance conversations easier to handle.
My 360° Personal Feedback Report flagged these areas as priority areas needing attention and the 1:1 coaching has been a handrail to help me develop the competence and confidence to address these issues.
