Coaching for Performance. GROWing People, Performance and Purpose.
John Whitmore, Nicholas Brearley 2007, third edition
Book review by Amy Sutton, Mendas Ltd
The world of business psychology places great emphasis on the use of theoretical models to underpin actions taken and recommendations made. However, John Whitmore suggests that in the case of coaching, the most important elements for success are ‘awareness’ and ‘responsibility’. Although he details the GROW model as an effective tool for structuring the coaching process, and links coaching to Maslow’s hierarchy of motivation, he also warns that no model will achieve the desired results without the context of ‘awareness’ and ‘responsibility’. The book advocates adopting a coaching culture in business settings, with managers conveying responsibility to individuals for work and also for their learning. Trusting individuals to perform to the best of their ability is also a main focus.
Coaching for Performance is written in a narrative, conversational style that guides the reader through a range of issues starting with the question ‘What is coaching?’ - a question which has recently prompted much debate amongst the Mendas team. Following chapters provide details of the advantages of coaching in management and when introducing change. Some exploration of questioning techniques follows and provides practical insight into the impact that communication style can have in a variety of situations. For example in a sporting context, there may be a very different outcome when the ‘coach’ asks how high the ball is when crossing the net, as opposed to questioning why the individual is not watching the ball.
The GROW model is introduced and discussed with examples that bring to life the stages of Goal setting, Reality checking, consideration of Options and questions about What the subsequent actions will be. Focus then turns to the working environment and how operating in a more positive, trusting manner provides positive impact for the individual, the organisation, team development and also in feedback and assessment.
Whitmore’s view is that ‘coaching is a nicer way to do better business’. However he rightly suggests that in many organisations adopting a coaching approach is a large change from the norm. Teams that are used to having formal direction about how to conduct their tasks can become sceptical when responsibility is passed over and they are asked about their preferred approach or solution. Throughout the book he provides ample reasons as to why and how a coaching style can help individuals and organisations achieve wonders, but he also recognises the need to consider how to overcome challenges when a coaching style is first introduced.
Throughout the book, questioning techniques and anecdotal illustrations highlight key messages. This is in contrast to other books available that provide in depth theoretical discussions and models on which to base coaching practice. Whitmore’s more simplistic style is aimed at encouraging a wider audience to consider the benefits of coaching. This is very effective, giving the broad perspective, while also providing specific details. The style used is a coaching style, allowing the reader ownership for their learning which works extremely well. Interestingly this is not always the chosen approach of other authors in the area, which may be something worth reflecting on..?
Book review by Amy Sutton, Mendas Ltd
