Highlights from September 2011 Coaching SIG
Friday, October 14, 2011
Posted by: Jesus Diaz
The September Coaching SIG on "Facilitating Change Management Initiatives with Internal Coaching" was facilitated by Tomaso Manca, Learning Manager at Thomson Reuters. He presented a case study on how Thomson Reuters moved from a regional training department to a global learning organization. As part of this change initiative, the creation of content and delivery of content were separated. New coaching roles were established to support a shift from provider to consultant with a focus on what the client was trying to achieve.
The internal coaches were charged with ensuring that:
- Knowledge related to high quality content development and delivery was built and shared globally
- Behavior changes occurred among global team members, who were now to take a consultative, client-focused approach, becoming trusted advisors delivering learning solutions to help internal clients across the globe achieve business results
- Individual and team attitudes remained positive and highly collaborative to move forward faster with this change process
Tomaso walked us through:
Coach selection ‰ÛÒ this was conducted both on an open-call basis, with some managers extending the invitation to all on their team, as well as on a selective basis, with some managers specifically requested to serve in coaching roles.
Program development ‰ÛÒ this was formulated with internal client feedback and coaches' input during and following a series of workshops conducted in major cities around the globe introducing the new "Learning" & Development department structure.
Behavioral change ‰ÛÒ this was facilitated working with local coaches, creating a common language across the globe and common benchmarking metrics for content quality, from development to delivery. Training managers focused on becoming "learning" managers, working with internal clients to develop learning solutions for internal clients. Thomson Reuters has built a team of 12 coaches worldwide, with 2 coaches in each learning hub, one focusing on content creation and the other on content delivery.
The coaches are responsible for ensuring:
- Client expectations are understood and an ongoing dialogue is established with internal clients to accurately assess needs and develop solutions
- High quality, value-add content is created and delivered to internal clients across the globe
Internal coaching is designed to help coachees successfully achieve performance goals. Coaches conduct blind observation sessions, dropping in on trainers' sessions unannounced to benchmark performance, and follow up with observations, providing verbal and written feedback to both the coachee and ultimately to management as part of the coachee's performance review. To date the coaching has been effective as measured by participants and program metrics. While originally estimated to take place over a 6-month period, Thomson Reuters will continue using internal coaching during this 9 to 12 month period to more fully achieve overall objectives in global knowledge building and team orientation for high-quality, solution-focused client service delivery.