Coaching for success

The University recognises the value of Coaching in its commitment to developing its learning community. 

Coaching for Success offers staff the opportunity to:

What is workplace coaching?

Coaching is an opportunity for you to have space and time dedicated to developing and supporting you in your role. This can be for exploring what additional skills you might want to bring to the fore, how to best support colleagues, how to juggle the demands on your time – or anything else that is relevant at this time. A coaching session gives you the opportunity to take time out to think about and articulate some of the challenges ahead and start developing your strategy.

A coaching session is a totally confidential, supportive, one-to-one meeting between you and your coach. By using a combination of observation, questioning, listening and feedback your coach will enable you to reach inside yourself and find solutions to your own issues. Coaching is developmental but the emphasis is on you learning by drawing on your own experience, and not the coach teaching. Coaching can help you develop a greater awareness and appreciation of your own circumstances and will help you to create new ways to resolve issues, produce better results and generally achieve your goals more easily.

Coaching usually spans four to six sessions with each session typically being one hour long. We have several coaches available within our team.

  • One-to-one coaching

    The University's coaching service is made up of a team of trained and experienced workplace Coaches who offer a confidential coaching service for staff.  This service is part of the support provided for staff in order to help them build on their talents and achievements and to help frame them within an institutional context.  

    Unlike Mentors, coaches do not need to have expertise in the work or discipline area of their Coachee.  

    The coaching process usually consists of up to 6 x 1 hour sessions.  The gap between sessions will be decided between the Coach and Coachee, and will relate to the actions the Coachee needs to take between sessions.

    Eligibility  Coaching is available to all staff.  Referrals are usually made through your line Manager, however members of staff can apply directly.  Email coaching @essex.ac.uk to apply for coaching or for further information.

    What you can expect from your Coach? The role of Coach provides a kind of support distinct from any other. Your Coach will focus solely on your situations with the kind of attention and commitment that one rarely experiences elsewhere.

    Your Coach will listen to you with a genuine curiosity and will summarise and reflect back to you with the kind of objective assessment that creates real clarity. During conversations, your Coach will encourage you to rise to challenges, overcome obstacles and take action.  

    A coaching relationship is like no other, simply because of its combination of objective detachment and commitment to the goals of the individual.

    What your coach will expect from you?  In order to take part in coaching your Coach needs you to be open to the potential of coaching. That means contributing to conversations honestly and openly. For example, if something isn’t working, your Coach needs to know. If you have concerns or problems, voice them.  If you know why a problem is occurring, say so. The strength and power of coaching relates strongly to the level of openness and trust between the Coach and the Coachee.

    Coaching works well when you:

    • are open and willing to consider change where it is necessary to aid your development;
    • are open to new ways of learning and working which might challenge your thoughts and ideas;
    • are honest with your Coach and yourself, particularly if you do not feel that something is working for you;
    • are ready to commit to your development by giving and receiving honest feedback;
    • recognise the investment being made in your development;
    • accept that commitment must first come from you before you can reap the benefits of coaching.

    Confidentiality: Because the relationship is based on trust and openness, the contents of your discussions will be confidential. Where a third party has requested the Coaching for you, you will agree with your Coach the best way to keep them involved or updated.

    This rule of confidentiality, however, may be compromised if there is risk or potential risk, as follows:

    • where there is unacceptable risk to people and/or services;
    • where there is a breach, or potential breach, of law or contract;
    • where the organisation’s policies and procedures are put at risk or potential risk;
    • where the Coach and Coachee agree that the issues raised cannot be appropriately managed or dealt with through a coaching relationship. This may necessitate a referral to a third party but such a referral will only be made with the agreement of the Coachee;
    • if the Coach feels that the Coachee’s progress needs to be discussed with their line manager - although this will only be done with the agreement of the Coachee

      Current list of coaches

      • Dr Jo Andrews, Assistant HR Director (Organisational Development)
      • Terry Barry, Learning and Development Manager
      • Mandy Borges, Learning and Development Manager
      • Rachel Lucas, Faculty Manager (Humanities)
      • Dr Matthew Reynolds, Learning and Development Adviser
      • Paul Smart, Learning and Development Manager
      • Dave Stanbury, Director of Employability
      • Dr Maxwell Stephenson, Learning and Development Manager

     

  • Using coaching as a management tool

    Trainers: Mandy Borges and Terry Barry

    This one-day highly practical and participative workshop will enable managers to develop effective coaching skills which can be applied formally and informally in a wide range of workplace situations.

    Coaching is a valuable way of helping people to learn.  It is a useful addition to a manager’s toolkit, as a way of supporting the people they manage.  It can help you develop your staff by motivating them to learn new ways of thinking and approaching situations in order to get better results.

    Key topics
    • Using coaching as an everyday management tool
    • Coaching communication skills
    • The benefits of using coaching formally and informally

Coaching skills workshops