Coaching at The DfT

Client:: Department for Transport
Project:: Coaching at the DfT

‘Having a new role, and moving away from direct programme management into wider, more strategic programme direction, meant I needed to review and improve my people management skills. My coach helped me to think about my style differently, and to work effectively within the organisational politics.'

Result: TSOC have successfully helped clients with the following ranges of coaching:

Coping with transition when moving to a new role.
Motivating the team/the wider organisation.
Clarifying what others expect of you, and what you can/are prepared to deliver.
Improving one’s range of communication styles to the best effect.
Dealing with difficult people.
Unravelling historically challenging team situations.

And, the following key learning points (sample)

Prioritising; analysing objectives against ideal and actual amounts of time spent working on them.
Self-observation; using journaling techniques to embed learning and achievement.
Confidence-building; using the ‘spheres of influence’ model to help individuals expand their expectations.
Tolerations and irritations; working with clients to identify the poor performance or bad behaviour they are tolerating, and which they need to change.

Situation: TSOC has been a preferred framework-supplier to the Department for Transport (DfT) since 2003. Our remit for the Department includes personal development, and our consultants have quickly built an excellent reputation among DfT staff for effective 1-2-1 coaching. We currently have 11 coaching clients within the Department; past and present assignments include work with HEOs/team leaders, through Grades 7, 6 and 5, to members of the Senior Civil Service and the Permanent Secretary.

Task: Coaching assignments for the DfT are all tailored to the specific needs of the individual client; our approach in terms of coaching style and specific focus, therefore, differs every time. We do, however, have a standard approach in terms of the coaching process which allows us to deliver:

Consistency and rigour.
Clarity, structure, and focus.
True return on investment.

Action: We manage and implement the programme using a proven, structured process. The TSOC process is briefly outlined below (if you require detailed information, please contact us):

Discuss the coaching directly with the client, information is gathered about:
- Their understanding of 1-2-1 coaching, how it works, its aims.
- Their understanding of the role of coaching within the organisation.
- Their current role and responsibilities.
- Their aspirations and PDPs (Personal Development Plans).
- Their personality and preferred ways of working.
- Their location.
- Their overall coaching needs.
Propose at least two potential coaches to compliment the client.
Arrange ‘chemistry’ meetings between the client and prospective coach.
Gather information on which to base a coaching agenda using an appropriate method.
Formally agree a tailored coaching plan, set clear objectives, KPIs, success criteria.
Establish a link between personal performance and organisational excellence.
Familiarise the client with the TSOC Coaching Code of Conduct/obtain agreement.
Agree a coaching schedule with the client.
Produce a confidential report following each session.
Review half-way through project.
Gather data at the end of the project, review achievement and contribution to business.

Throughout the project, the client has ‘anytime’ phone/email access to their personal coach and to the lead coach, Lyn Bicker. The coaches performance is regularly monitored via ‘check-in’ calls and written progress reports. TSOC coaches are provided with ‘anytime’ access to the lead coach.