COACH TO DEVELOP CAPABILITY (Part of the Deliver Phase) Coaching for change Through effective communication with team members during the change process, and encouraging open feedback channels, you will identify the areas where coaching may be required. You may find that you need to undertake both behavioural coaching and skill related coaching throughout the change process. Behavioural coaching Behavioural coaching will assist your team members to identify their own barriers to change and how these can be overcome. This will be the main focus of coaching undertaken during the 'organise’ phase, as team members move through the change cycle. Skills-based coaching Skills-based coaching will assist your team member to build their capability and change to the new behaviours. Skills-based coaching is a key focus in the ‘organise’ and ‘deliver’ stages. The ‘sustain’ stage focuses on embedding the new habit and making the new attitudes or behaviours part of the normal way of doing business.

The G.R.O.W coaching model for change projects is an active coaching framework used by many organisations, particularly for developing leaders in their early careers. It supports team members in allowing the identification of challenges and developing solutions that help drive accountability.

Leaders can incorporate change influencing questions into their use of G.R.O.W.

Stage of the G.R.O.W. model	Suggested questions
Goal	What do you understand this change to be? Tell me what you believe are the purposes and objectives of this change? How will this change benefit you, your team and the organisation?       ___________________________
Reality	Do you want to be a part of this change? Do you believe that you have the skills and capability to be able to implement this change? Could there be anything that is hindering you to embrace the change?       ___________________________
Options or Obstacles	What further actions do you need to undertake to adopt this change? What support do you need to be able to undertake this change? Who do you believe is a role-model with regard to this change?       ___________________________
Will or Way Forward	How committed are you to undertaking these actions? How will these actions assist you to achieve the change? How will you and I determine if these actions have been a success?       ___________________________

Facilitation skills are key to ensuring effective change outcomes. Change happens one person at a time. After you have gained the trust of your team and have good rapport, you are able to employ coaching techniques that bring the team members with you on the change journey. When you are coaching team members there are four key roles that a change leader takes on: motivator, teacher, coach and colleague.

This influencing and leadership coaching cycle requires more sophisticated skills and experience than G.R.O.W. and will require practice to use effectively. Many professional change leaders and facilitators use this approach to very good effect.  You can review Dr McCarthy's approach in greater detail at http://www.aboutlearning.com/.
 
The coaching cycle (by Dr Bernice McCarthy) summarised below provides a model for engagement of the team and allows for the team to contribute to the best outcomes:



In the earlier 'influence' activity we talked about people's preferred communication style. When coaching, people will respond better when you use their preferred communication style. Your use of language, to which they relate most easily, is also effective in building rapport and getting the message across.  Remember, a change leaders job is not finished until the new practice is embedded and self-sustaining within the group or organisation.

Take the time to understand your team members’ communication styles i.e. Do they like to receive information by reading through manuals or quick reference guides, are they more interested when someone talks to them and they get a chance to ask questions, or do they prefer to be hands on and practice using the new skill? Adapt your approach to meet their preferred style.

Resources: 
   ● Facilitating a scenario (148kB download)