The role of coaching in difficult times

There's no doubt that the UK economy as a whole and many separate organisations - from both the private and public sector - are facing a highly uncertain future at present.

As the hope for a v-shaped recession (down and then straight back up again with a quick recovery) fades, the main question is whether we are facing a u-shaped downturn (down then flat for a substantial duration of time before a slow recovery) or, in the worst case scenario, a w-shaped or double-dip recession.

In times of uncertainty, it's interesting to see how important business coaching is becoming. Viewed by many in the past as the soft side of L&D and a luxury item most likely to be cut when the axe falls, it is in fact coaching that is often emerging unscathed or even growing. A Chartered Institute of Personnel and Development survey, Taking the Temperature of Coaching, which surveyed organisations at the height of the recession, found that 90 per cent of them used coaching.

So why are organisations seeing so much value from coaching?

I believe there are two principal reasons. Firstly, there is coaching's ability to unleash discretionary performance in the individual. This discretionary performance is the difference between people simply doing what they have to do in order to comply with specific requirements (such as coming to work on time), and when they are inspired to perform to a higher standard simply because they want to. This is particularly important when economic times are tough.

The second reason is coaching's flexibility - its ability to adapt to different business scenarios and the fact that it can sit comfortably at almost all levels of an organisation.

Coaching is all about the context. For example, when facing a u-shaped slowdown and recovery, as seems to be the case as I write this article, coaching can play a key role in helping people think clearly and remain focused on their objectives - doing the basics well and keeping the fundamentals in place.

Coaching is also crucial for helping employees maintain motivation - something not easy when faced with seemingly relentless economic gloom and declines in wages. It is this discretionary performance rather than simply 'going through the motions' that will be vital in guiding organisations back towards economic recovery.

In a v-shaped upturn, coaching helps people stay alert to the signals of recovery so that they gear up quickly once the economic corner has been turned. You don't want to be in a situation where, when the recovery finally arrives, employees are so de-motivated and doom-laden that they are incapable of taking advantage of it by re-establishing their market pre-eminence.

A crucial target for coaching here is the line manager. Line managers, as we have mentioned in previous columns, are a crucial link between L&D and the organisation's business strategy. Line managers are also on the front line in difficult times, trying to motivate staff and, on occasions, having to deliver difficult messages.

It's therefore vital that these people, with their influence over direct reports, secure the necessary coaching they need themselves so that they can lead their teams forward and, receive the necessary support in advance of facing difficult situations. Examples of difficult situations might include conversations about reduced budgets, no bonuses or pay increases (or even a pay decrease) or simply a requirement to do more with less resources.

Coaching line managers can prepare them for getting across these difficult messages, thereby reducing conflict and negative reactions, steering interactions towards more positive outcomes, and driving discretionary performance - often at a time when resources are dwindling.

Coaching is also one of the few places where managers can make use of a sounding board away from the everyday pressures of business life. Coaching can create a place where you think calmly. And when you are calm, you are more creative and make better decisions.

So where is coaching coming from today?

It is primarily being driven through in-house coaching - something that can also be considered strong value for money. For example, the Institute for Employment Studies in a recent report pointed to the BBC that estimates that their in-house network costs £50 an hour - a rate which compares very favourably with other training methods.

So, as we limp into 2011 and as we look to embark on positive growth again, don't forget coaching. It really has a crucial role to play in driving discretionary performance and ensuring that your employees don't get reduced to just 'going through the motions'.

Francis Marshall is MD of Cegos UK, part of European L&D company Cegos Group. He can be contacted on +44 (0)845 521 1560 or via www.cegos.co.uk