Coaching

Coaching for improvement

Working at the individual level involves introducing the concept of two independent-thinking brains and how to bring perspective by questioning the accuracy of beliefs and values and their emotional significance.

Coaching can be guided by the individual’s own issues and intended outcomes, or in conjunction with an organisation’s overall aims, such as leadership development, talent management, or improving interpersonal relationships. A group communication problem (e.g. intra-team conflict) could be addressed through individual coaching with each team member.

The coaching methodology used by Face Value is called interactional coaching. It helps individuals to consider what they want (vision), who they think they are (how they perform in real life) and with whom they need to interact in order to achieve their goal (interpersonal relationships). Coaching begins with the identification of an end goal and works out a plan to achieve it.

For leaders, the process has two layers: the individual’s own performance, and the needs of the team. The role of the leader is seen as being the person who crafts possibilities (a compelling future), weighs up the various plans for achieving that future (probabilities), and manages the reality of when the best-laid plan are put into action (actualities).

Coaching can be delivered as a deliberate developmental programme of 4-8 sessions, each lasting 60-90 minutes and spread out over 4-10 months, depending on business need. It can also be offered as a one-off session to help individuals get perspective around a specific challenge, problem or transition.

Psychometric profiling

Leadership development coaching can be particularly well-informed by making use of psychometric profiling. Face Value uses the Hogan Development Survey (HDS) (lovingly known as ‘the dark side’) as an indicator of the likelihood that an executive’s interpersonal behaviour, that under normal conditions can be a strength, will cause problems at work and in life if over-used. It measures the personality-related risk factors and blindspots that detail careers.

People often don’t realise that aspects of their interpersonal behaviour need improvement. That’s because the risks assessed by the HDS will only be seen in situations where the individual is not actively managing his or her public profile.

The HDS provides an efficient and reliable way to highlight these issues so that one can learn to manage them. It takes up to 20 minutes to complete the questionnaire online, and the results assess behaviour in three clusters:

  • ‘Moving away from people’ – having feelings of insecurity, mistrust, hostility and social withdrawal.
  • ‘Moving against people’ – overwhelming, co-opting, intimidating, persuading and manipulating others.
  • ‘Moving towards people’ – conforming, obeying and being eager to please others.

The HDS can be used for coaching and development, high-level position selection, team development and safety-sensitive job selection. In a confidential, 60-minute, one-to-one feedback session, Face Value can help to put the HDS results into context and perspective, and design suitable techniques for managing behaviour when the heat is on.