Business Plans

Recently on a Linkedin forum one of the correspondents asked the following question:


How important is a business plan?  So many seminars are geared to getting you flying out of the blocks, so how important is it to plan your future business?


I joined the discussion with the comment:


We would be well to remember Clausewitz's dictum that no battle plan survives contact with the enemy. So a business plan is for helping to get started but cannot last. We need Plans A-Z. It's no good when Plan B is "do Plan A better". Just ask Fabio.


This got me thinking.  It's all very well to say such things but making them happen is something far more difficult. To be able to respond to rapidly changing business contexts requires several attributes:  an agile mind (I am reminded of what Louis Pasteur said : "Fortune favours the prepared mind"); good analytical and planning skills; a willingness to let go of cherished ideas and plans and above all a supreme self confidence in one's ability to adapt to change.


Now few of these attributes are genetically fixed and therefore they can be developed.  Coaching is an excellent way of doing this because:

• coaching is individual;
• coaching deals with real issues as they arise;
• coaching generates confidence; and
• coaching responds to direct feedback and can be built on constant evaluation.

In the current times it is almost a dead certainty that business plans will go awry.  If you know this and have taken steps to develop the above attributes you will be significantly better placed than your opposition to respond; particularly when the inevitable upswing occurs.

Scottish Vocational Qualifications

At Diomedea Executive Coaching we are always striving to provide what our clients want.  That's why we are currently developing the capability to assess Scottish Vocational Qualifications in Leadership and Management and Learning and Development.  Working closely with McDermott Training, one of Scotland's best known learning and development providers, we expect to be able to offer the service to our clients in the Autumn.  Watch this space for more news.

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What is Leadership?

We tend to develop our concepts of leadership from the context in which we operate.  For most of us in the UK that means the public sector, NHS, Civil Service and local government, or the corporate sector such as financial institutions, retail etc. (less so nowadays, regrettably, from manufacturing or engineering).  This view is supported by the articles one sees in the various journals from, for example, the CIPD or the ILM.  Leadership is generally focused on measures like the bottom line and while this is important it tends to neglect the ethics and stewardship dimension of leadership.
Perhaps this approach to leadership is particularly British and corporate sector.  But there are other sources of leadership concepts which we often ignore and are more akin to the leader as a human motivator and example of sound technical judgement  whom followers can look up to and be inspired by to achieve.  One such source is, of course, the military of whom the conventional gurus of leadership often have a fairly dismissive or even sneering attitude.  This is odd because leadership in the military is so important when people are being asked to go in harm's way and often put their lives on the line.  After all it was General Norman Norman Schwarzkopf who said "Leadership is the art of getting ordinary people to do extraordinary things willingly", a more apt definition is hard to imagine.
I recently came across an article by Lt Colonel Matt Joganich of the US Airforce, What is Leadership, which spelled out his understanding of what leadership was.  I was much struck by its thoughtfulness and focus on the human side of leadership and the need for a leader to take care of his or her people. 

Evaluation - Gold or a Chimera?

In the film Top Gun, a rather fanciful account of the US Navy Fighter Weapons School, the Chief Instructor (callsign Viper) tells the hero who comes to him with a crisis of confidence:

 A good pilot is compelled to always evaluate what has happened so he can apply what he has learned. 

The resonance with organisational development is clear.

Although there are many models of evaluation the dominant one for learning and development interventions and equally applicable to coaching is Kirkpatrick’s.  He uses four levels of evaluation:

1.      reaction of client - what he or she thought and felt about the coaching

2.      learning - the resulting increase in knowledge or capability

3.      behaviour - extent of behaviour and capability improvement and implementation/application

4.      results - the effects on the business or environment resulting from the client’s performance

Sadly in too many instances Kirkpatrick is honoured in the breach rather than the observance.  Having been Head of Training in DFID for 8 years I can attest to this absolutely.  I designed evaluation protocols and models, carried out evaluations, and presented to the Cabinet Office on the politics of evaluation.  Not once were we able to get any further than level three and mostly never beyond level two.  In the main this was due to a number of factors:

• A non-trivial issue of attribution and causality, methodologically impossible to demonstrate without using control groups.
• A reluctance to use time series by the line: “That was six months ago – I am interested in other things now”.
• A concentration on the present and the future rather than the past in an organisation that had many policy changes and initiatives.
• A general scepticism as to whether evaluation could be in any way useful.

As a result we were never able to apply Viper’s Dictum in its entirety.  It was rather like “….evaluate what has happened so he [we]…can forget about it…”!  And the picture in the other organisations where I have been head of training was just as dismal for the same reasons. 

Coaching is no less worthy of evaluation than any other people strategy.  Indeed it can be argued that it is even more important to evaluate coaching because of its high relative cost and extreme individualisation.  Evaluation should be both normative, to provide information on techniques and coach effectiveness and summative to provide both the coach and the client (and his or her organisation) an estimate of the value of the process.

For coaches this means giving serious consideration to the appropriate evaluation mechanisms before coaching starts and even as far as being fairly specific during the tendering process.  To some extent the objectives of the coaching will be pre-agreed or in some intances established during the contracting process between the coach and the client and, as required, the sponsor.

For if we don’t evaluate we won’t know whether we have achieved what we set out to. 

Do 90% of Organisations Really Use Coaching?

The CIPD is featuring research that purports to show that a whopping 90% of companies polled use coaching.  Now without knowing what the methodology was (the final paper has not been released yet) it is hard to evaluate the findings, but the claim does strain credibility.  Are we really to believe that so many companies use either internal or external qualified, even EMCC accredited, coaches?  Or is it a case of managers when asked saying  "oh yes we coach our staff", when in fact they have no proper training at all?

Here at Diomedea Executive Coaching we only use properly qualified coaches who have undergone rigorous training to EMCC standards.  It is not enough to simply say you are a coach.  You need to be properly qualified as well.  Only then can you help your clients to find their wings and fly.

Top Ten Tips for Managers

It can be very daunting when you are a new manager; lots of things to think about, problems to solve and your team to develop and motivate.  So here are some tips to make your life easier:

1. Management is an honour and a privilege.   Behave accordingly. 

2. Be fair at all times. 

3. Look after your staff before looking after yourself. 

4. Be visible and accessible.  Make time for your staff when it’s needed.  Not when it suits you. 

5. Get to know your staff as people – their lives, hopes and fears.  Develop their talent.  Help them fulfil their dreams. 

6. Take your staff into your confidence and share your own hopes, dreams and expectations. 

7. Be true.  Tell the truth even if it hurts you or your staff.  Give proper feedback. 

8. Assume the best about your staff not the worst, but don’t be disappointed if they fail to live up to your expectations. 

9. Always keep your word.  No exceptions 

10. Be loyal at all times.  Defend your staff when they are attacked.  Take the rap for them when needed.

Remember that staff management is about creating and maintaining good interpersonal relationships.  If you doubt this try managing a chair.

Why Does the Client Want an External Coach?

For large organisations, both in the private and public sectors, the question of whether to use internal staff, suitably trained or external consultants for coaching services looms large.  Ultimately the answer will involve procurement issues and will thus be complex and based on a number of often competing priorities.  It is important for a coach to be aware of, and understand these issues when bidding for work.

Generally speaking large organisations instinctively lean towards external providers for those services not seen as core to the mission of the organisation.  My experience over 30 years of dealing with the selection, engagement and management of consultants supports this proposition.  Organisations employ consultants for many reasons, some obvious, others less so.  These reasons can include one or more of the following:

• The organisation lacks the resources or capacity to carry out the assignment, although they may have the skills internally.  They need someone to do the work.
• The organisation does not have the capability to do the work themselves. They need somone who knows how.
• The organisation wishes to skill its own staff by learning from consultants.  They need knowledge transfer.
• The organisation wants a new World View or a change in paradigm within the organisation which they believe only consultants can provide. They want a new way.
• The organisation wishes to justify its decision or course of action: “We asked Bloggs and Doe, the finest in the land, to coach our staff an approach that has been highly successful despite initial scepticism”.  They want legitimacy.
• The organisation wants a scapegoat if something goes wrong: “We asked Bloggs and Doe to coach our staff but unfortunately they weren’t up to it”.  They want absolution.

Thus external consultants are often seen as expensive, more highly qualified, more globally aware, politically advantageous and expendable whereas  organisational staff are seen as cheap, available, commandable, house trained and culturally aware.  External coaches need to understand this and deduce which of the reasons cited above is likely to be driving the assignment and hence what the implications for them might be.

Coaching and the Survivors

At present the economy is in a potentially wide and deep recession. Many businesses are closing. But not all of them. Many are making swingeing staff cuts in order to remain trading. Many people are losing their jobs as a result but there are also survivors. Analysis of the business sector indicates that there is a growing phenomenon that has become known as survivorship and involves those who stay on.

Often such survivors experience a period of intense disorientation, guilt and remorse because they have survived whilst their workmates have gone. They need to work through the grieving process as they traverse the grief curve. This is another operational challenge where executive coaching can help staff to retain their skills and capability during testing times.

Diomedea Executive Coaching has teamed up with the Glasgow consultancy authentic change to provide a series of tailored programmes for survivors to help retain and develop their capability. Coaching is a key part of the programme.

So if you are worried about your workforce after being forced to make cuts help is at hand. Give us a call on 01786 8254507 or 07757 062810.

A new Organisation: The Rwanda Scotland Alliance

I haven't been doing much blogging lately because I have been focussing on one of my voluntary interests, the Rwanda Scotland Alliance. Currently hosted by Universities Scotland, the Alliance is made up of educational, academic, cultural, commercial and civil societal interests in Rwanda and Scotland and aims to facilitate and encourage multi-stakeholder partnerships. This is a very exciting venture and Diomedea Executive Coaching is proud to support it.

It is very early days yet. We (I serve as vice chair of the alliance) are developing our mission statement and are in the process of becoming a registered charity. We have been encouraged in the venture by the Rwandan Ambassador to the UK and the Honorary Consul for Rwanda to Scotland.

We would like to establish our own blog in the future but until then and as the alliance gathers momentum I hope to bring you news from time to time on the Diomedea Executive Coaching blog. If you would like more information about the Alliance please contact us at rwandascotlandalliance@googlemail.com

The Generosity of Strangers

I had an excellent meeting with Colin McKeand the other day. We talked about networking and business development and Colin gave me some really good contacts to follow up. I didn't know Colin, he was a stranger to me, but had been recommended by a mutual colleague as someone I ought to talk to about developing my client base. What struck me about the conversation was how generous strangers can be in the help they give to others and their willingness to pass on their considerable wisdom.

Although Colin was a stranger when we met we parted as new friends. Having spent many years in the public sector it was so refreshing to meet someone who was willing to assist me with no strings attached. Thank you so much Colin.

Coaching to Fly: A new Concept?

The term "in the flow" is quite well-known and coaches strive to engender in people a sense of flow. We all understand what that means but the metaphor is somewhat unfortunate. It implies using a flow, where the subject or person is borne along in the direction of flow of fluid or whatever it is that is moving. It doesn't really give a clear sense of being in control or shaping or moving within the flow. Coaching to fly on the other hand focuses on being within a flow, of being able to generate control inputs so that the flow is used for getting from where you are to where you want to be. Coaching to fly is about helping clients to develop awareness of the control inputs that are required to navigate the flow. And what information and skills are needed to calibrate those control imputs. So it is a much more active process. It is much less reliant on the passivity of being borne along by a current and the metaphor is much more about a bird soaring, mastering the elements, flying above the turbulence by generating appropriate control inputs to alter its flight whilst taking advantage of the flow. So I think it's actually a much better metaphor.

More Savings in the Public Sector Sought

People Management is quoting the Read Report which claims that there is a further £4 billion, beyond the original Gershon estimates, in savings to be made in public sector back-office services. As can be seen in the article the Commons Treasury committee doubts this figure and so should we.

But the writing is clearly on the wall that the Goverment is on the hunt and loaded for bear. Those that survive will need to make sure that their people are as fit and ready as they can be and remain so. This is where coaching comes in. A sure-fire and cost-effective way of ensuring that the key people in an organisation are sharp and stay honed.

A Meeting with Janet Torley

I had a terrific meeting this afternoon with Janet Torley who runs The Small Business Club here in Scotland. Janet is one of the great networkers of small buiness in Central Scotland and her views are well worth seeking out. We talked about the current recession, the winners and losers, and the sorts of ways that are most effective in finding new clients in these straitened times.

It was great to hear Janet's ideas come pouring out as she gave generously of her considerable knowledge. It goes to show how important it is to stay in touch and network, particularly at the moment. Thanks Janet.

Subscribing to This Blog

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Diomedea Executive Coaching Graphic Design

e-Business Promotion in Portobello have done an excellent job in constructing the Diomedea Executive Coaching website.

But we musn't forget the contribution made by 39steps in Edinburgh who did the superlative graphic design. Well done to both companies.

New guidelines bring hope for world seabirds

New guidelines bring hope for world seabirds

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These guidelines will help to make sure that Diomedea, the albatross, will not become extinct.

Rising House Prices

The BBC is reporting a rise in average house prices month-on-month of 0.1% in June. see: http://news.bbc.co.uk/1/hi/business/8172097.stm

This is the first rise since January 2008 -very good and welcome news. If the trend continues it may signify yet another green shoot of recovery. Firms who invest now in people development including executive coaching will be best placed capitalise on the recovery.

Reading my Blog

Being very new to blogging it has taken me some time to perfect posting my blog on my website. But now I am really happy to announce that you can read my Blog at my website www.diomedeacoaching.com

Coaching in the Dark Times

Good to see Lewis Hamilton back to his winning ways. It must have been hard for him to maintain his commitment and optimism when thigs were not going well.

Most of us will have at least some experience of this. Having a trusted coach during the dark times can help us prepare for when things get better.

Understanding your Market

I discovered the other day that it is really critical to know what your market wants rather than what you think it needs. An old lesson I know but one that's worth relearning every so often.