Having just announced the launch of my Research Project ‘Perceptions of Coaching in the UK Creative Industries’, I’d better begin by defining a couple of terms: this post will deal with the ‘coaching’ bit, the next one will cover the ‘UK Creative Industries’.
Please note – the definition of coaching I’m using for this Research Project is narrower than my usual definition of the term, as I’m deliberately focusing on the role of a manager-coach (see below) rather than a consultant-coach (i.e. someone like me).
â€˜A collaborative one-to-one process for raising work performance to achieve mutually agreed goals.
â€˜The coach is responsible for providing a supportive framework and facilitating the coacheeâ€™s learning in pursuit of the goal.
â€˜The coachee (person being coached) is responsible for contributing ideas, taking action, and reporting and reflecting on progress made.â€™
Typical methods used by a coach include:
- Goal setting
- Active Listening
- Asking open questions
- Action planning
- Delegating responsibility for action
- Delivering feedback
- Evaluating progress
The essence of coaching is taking a â€˜step backâ€™ from a task and facilitating someone elseâ€™s learning so that they can take responsibility for developing their abilities and achieving a goal. Thus while coaching, the coach typically spends more time listening than talking, and is more likely to ask a question than to give advice.
In business, coaching is usually delivered by two different classes of people:
- The manager-coach within a company, who has direct responsibility for managing the coachee (worker); in this case, coaching is considered as a style of management, that the manager can use as and when s/he feels it is appropriate. So coaching can be delivered formally via a series of dedicated meetings, or informally through the managerâ€™s day-to-day interactions with team members.
This is the type of coaching with which this research project is exclusively concerned, and all references to â€˜coachingâ€™ are to be understood as â€˜the coaching style of managementâ€™.
- The consultant coach, who is external to the company. This research project is not concerned with this type of coaching.
The next post will cover the definition of ‘UK Creative Industries’.
Table of contents for Research: Perceptions of Coaching in the UK Creative Industries
- Take Part in My Research – ‘Perceptions of Coaching in the UK Creative Industries’
- Research Project: Definition of ‘Coaching’ for this Project
- Research Project: Definition of ‘Creative Industries’
- Questionnaire for Managers in the UK Creative Industries
- Questionnaire for Employees in the UK Creative Industries
- Online questions for UK Creative Industry Staff
- Interview with Mick Rigby, Managing Director, Monkey Communications
- Research Project Featured on ‘Better Business Blogging’
- Interview with Ruth Kenley-Letts, Film Producer
- Interview with Chris Arnold, Executive Creative Director, BLAC
- Interview with Russell Davies, Advertising Planning Maestro
- Interview with Chris Hirst, Managing Director, Grey London
- Interview with David Roberts, Senior Project Manager, Creative Launchpad
- Interview with Neil Youngson, Technical Director, Cabinet UK Ltd
- Interview with Greg Orme, Chief Executive, Centre for Creative Business
- Interview with Chris Grant, Consultant, 14A Conversations
- Interview with Antonio Gould, Consultant, and Sara Harris, Screen Media Lab
- Interview with Richard Scott, Surface Architects
- Interview with Ben Demiri, Brand Manager, SIX Showroom
- Interview with Sian Prime, NESTA Creative Pioneer Programme
- Interview with Jill Fear, CPD Manager, The Institute of Practitioners in Advertising
- Interview with Terry Childs, Creative Director, Silver Chair
- Interview with Matt Taylor, Director, Fat Beehive
- Interview with Mark Earls, Advertising Contrarian
- Interview with David Amor, Creative Director, Relentless Software