prmting excellence & ethics in caching Guidelines fr Caching in rganisatins Cntents 1. Cntext 2 1.1 Definitins 1.2 When t use 2 Quality standards 5 2.1 Fit fr the client s purpse 2.2 Develping an effective Cach/Client relatinship 2.3 Hw will quality be tested in this relatinship? 2.4 Prfessinal memberships and supervisin 2.5 Experience, backgrund, training & prfessinal qualificatins 2.6 Testimnials, references (evidence f success) 3 Cntracting 6 3.1 Cntract 3.2 Data Prtectin 3.3 Disciplinary prcedures 4. Relatinships and cmmitments 7 5. Organisatinal climate 11 6. Acknwledgements 11 7. Appendix - Caching Evaluatin Frm 12 Guidelines fr Caching in Organisatins 05/07/2004 Assciatin fr Caching 1
prmting excellence & ethics in caching Guidelines fr caching in rganisatins 1. Cntext Change is cnstant and inherent in all living and nn-living systems and change tday is becming faster, deeper and mre cmplex as envirnmental transfrmatin increases pace. This is a particular challenge fr rganisatins, which need t develp the capability t manage change in rder t remain effective. Human change is at the cre f what caches d and they are well placed t supprt rganisatins in managing unprecedented levels f uncertainty. 1.1 Definitins: Our view here is f the external cach. These definitins als apply where the cach is internal t the rganisatin, hwever the nature f the relatinship may be subtly different. i. Caching Caching enables the client t be the best they can be in the areas they chse t fcus n. Typically the client meets with the cach in a 1:1 cnfidential partnership. The client chses the fcus f the cnversatin and the cach wrks with them by listening and cntributing bservatins and questins t help them clarify their understanding f the situatin and mve them int actin t prgress twards their gals. (The client brings the cntent; the cach prvides a prcess, which can apply in any cntext). Caching accelerates the clients prgress by helping them t fcus n where they want t g, becme aware f blcks, attitudes and aptitudes that affect their chices and by supprting them in develping strategies t achieve their gals. Ownership f cntent and decisins remain with the client thrughut. There are a number f terms used in caching and we seek t define them belw: ii. Crprate caching This variatin f the caching relatinship can be likened t caching a ftball team. The cach has the interests f the whle team at heart and is seeking t supprt the team t achieve its gals. Fr the team t achieve its gals, each f the players and ther members must be aligned t the team gals, and their wn gals must be in tune with them. The cach may wrk with individuals in the team t supprt them t achieve their gals and / r may wrk with the whle team t supprt it in achieving its gals. The crprate cach has the crprate gals at heart and may wrk with individuals r teams within the rganisatin t supprt them in achieving the gals. Crprate caches need t have an understanding f the peratinal dimensins f the rganisatin, althugh they will fcus n the tw elements f Peple and Leadership. Guidelines fr Caching in Organisatins 05/07/2004 Assciatin fr Caching 2
Executive caching is a subset f Crprate caching and fcuses n the executive. Executive caching may be synnymus with Leadership caching in that Executive caching is typically with the mre senir members r leaders f the rganisatin. iii. Business caching The difference between crprate and business caching is the size f the rganisatin invlved and als the type f supprt frm the cach. Business caching is typically 1:1 caching with business wners r managers; the fcus f the caching is the success f the business, which is usually dependent n the perfrmance f the business wner/manager. Typically the business cach will have experience in business and will take the rle f a mentr, ffering guidance and advice as well as using caching skills t help the business wner/manager identify slutins. Where the clients need specific expertise (eg Financial Management), the cach will help them t identify suitable surces f that expertise; in sme cases the cach will have the required expertise and in this case can ffer the knwledge and expertise as a cnsultant. iv. Executive caching (Leadership caching) Here the cach wrks with the executive (r high ptential manager) as abve in the generic definitin f caching. The cach is cmmitted t the executives gals. It is the respnsibility f the executive and the rganisatin t ensure that their gals are aligned. Fr example, this may invlve wrking within specific areas f leadership develpment, such as assessment f their leadership style, talents and visin; and / r in skill develpment areas, such as time management, cnfidence, impact and influence, leading change. Additinally, the cach can prvide an external supprt system that encurages the executive t deal with the challenges that may arise frm change within an rganisatin. v. Psychlgical Caching Psychlgical Caching is a tl used t help Clients vercme psychlgical blcks. It is used as a caching tl as and when necessary in all types f caching situatins. Frms f psychlgical caching include fr example, Cgnitive Behaviural Caching (CBC) and Neur-Linguistic Prgramming (NLP). Psychlgical Caching shuld nly be perfrmed by apprpriately qualified Caches and clear bundaries shuld be agreed at cntract stage. vi. Grup Caching r Team Caching Here the caching methdlgy is used fr teams and team develpment, fr example with functinal teams r peer grups. Grup caching may address specific prcesses with the team, eg prblem-slving, decisin-making, cmmunicatin, etc vii. Specific caching Here the cach ffers their services in a cntext they have expertise in, eg career, health, stress management r utplacement. The caching prcess is similar t caching abve in that the wnership remains with the client, and the cach ften has a prven prcess fr this particular fcus and permissin t ffer infrmatin, guidance and advice. viii. Mentring In the mentring relatinship the client seeks ut an individual with mre relevant experience, wh will help fast-track the client thrugh the rganisatin / industry / prfessin. The mentr Guidelines fr Caching in Organisatins 05/07/2004 Assciatin fr Caching 3
will give advice within the cntext based n their experience and the relatinship is typically nging ver a lng perid f time. Mentring uses sme f the same skills as caching and the prcess is similar, except that the individual receives guidance frm the mentr. The relatinship is ne f the experienced persn passing n knwledge and skills t the individual, wh accepts these and decides what t use t help in their wn situatin. The fcus f attentin is mre n the mentr passing n their wisdm, althugh based n the individual s agenda. ix. Cunselling Typically an individual will seek a prfessinal cunsellr when they experience blckage, due t past experiences, preventing them mving frward. The cunsellr wrks 1:1 with the individual t identify the causes f the blckage and help them cme t terms with it and thereby prepare them t mve n. Prfessinal cunsellrs deal with persnal issues in much greater depth than wuld generally be the case in caching. Cunselling shuld nly be perfrmed by apprpriately qualified Cunsellrs and clear bundaries shuld be agreed at cntract stage x. Cnsulting The cnsulting relatinship varies enrmusly. Cnsultants wrk n behalf f the rganisatin and are called in due t their experience in the situatin the rganisatin faces. Typically the cnsultant will give advice and / r prvide prcesses that the rganisatin can use t shrt-cut the rute t their gal and benefit frm the learning f the cnsultants. This service is typically prvided 1: many and the cnsultant is wrking fr the rganisatin, rather than the individual. 1.2 When t use Caching is a persnal service and is always tailred t the needs f the individual(s). It is flexible, immediate, and fcused n a specific requirement. Caching nly wrks when the client has chsen this frm f supprt fr their persnal develpment. An rganisatin may select Caching as a develpment tl t: Identify talent and ptential leaders and supprt their grwth as part f a retentin strategy Imprve cmmunicatin, where the blcks are nt technical but persnal Slve prblems and imprve decisin-making Supprt culture change Develp Leaders Imprve management style Achieve successful Mergers and Acquisitins Fast-track perfrmance Supprt individuals t raise their perfrmance t the next level (eg abut t r having prmted them) Imprve individuals perfrmance in certain skills, especially where the blckage is nt technical but persnal. Supprt team develpment and chesin Supprt career change and transitins Supprt exit frm the rganisatin etc Guidelines fr Caching in Organisatins 05/07/2004 Assciatin fr Caching 4
2 Quality standards These quality pints are designed t help clients chse an apprpriate cach and t help new caches identify what is imprtant t clients. 2.1 Fit fr the client s purpse. The client first has t decide what they want frm a cach. The prcess f chsing a cach will help the client clarify what they can gain frm caching and what the caching prcess invlves. 2.2 Develping an effective Cach/Client relatinship It s imprtant that the client selects a cach they have cnfidence in and can wrk hnestly with. Typically the first sessin is ne where client and cach get t knw each ther and can test that bth feel they can wrk well tgether t achieve the client s gals. A caching relatinship invlves bth supprt and challenge frm the cach and the client needs t feel cmfrtable enugh with the cach t accept this. 2.3 Hw will quality be tested in this relatinship? The client needs t identify clear utcmes they expect frm the caching, this culd include numerical targets e.g. imprved team sales, r qualitative criteria e.g. mre psitive feedback n team wrking. If the client knws they have an issue t reslve thrugh caching and is nt sure exactly what the utcmes shuld be, the first sessin with the cach can be used t define bjectives. Additinally the quality f the relatinship and hw cach and client are wrking tgether cunts t the likely success. Indicatrs f effective caching technique include: Des the cach listen well, are they supprtive and nn-judgmental yet challenging? Des the cach help the client t understand their situatin and find their wn slutins? Des the client feel they are in cntrl? 2.4 Experience, backgrund, training & prfessinal qualificatins. Caches cme frm a range f prfessinal backgrunds including: Persnnel, Psychlgy, Management, Training, Cunselling, Health and Therapy. Lk fr experience and backgrund that shw the cach has previusly wrked with the issues and challenges the client wants t bring t caching. In many cases experience f a specific industry is less relevant than the breadth f experience a cach can bring t the challenge. Caches use different mdels and philsphies f caching, the client may ask the cach what mdel they use and ask hw it is suitable fr addressing the client s current requirement. Fr the client, knwing that the cach wrks t a useful mdel that they can understand is a test f the cach s quality. 2.5 Prfessinal memberships and supervisin. A cach shuld belng t at least ne assciatin that indicates they are wrking t certain ethical and prfessinal standards and maintaining their cntinuus prfessinal develpment Guidelines fr Caching in Organisatins 05/07/2004 Assciatin fr Caching 5
(CPD). The cach shuld be able t shw yu a cpy f the standards that they are adhering t. The cach may participate in c-caching and/r supervisin t supprt their learning and quality standards. This is a strng indicatr that the cach takes their prfessinalism seriusly and is seeking t maintain high quality standards. 2.6 Testimnials, references (evidence f success) If the client is still in dubt abut the credibility f the cach, they shuld be able t prvide references and testimnials frm previus clients. Althugh it must be acknwledged that each caching relatinship is individual and testimnials are essentially nly evidence that the cach has experience. 3. Cntracting It is recmmended t agree a clear cntract and sme clear rules and bundaries fr the caching prcess. This will ensure that all invlved can fcus n achieving results. 3.1 Cntract This can be a full legal cntract r a shrt written agreement. At the minimum it needs t cver: Fees Cancellatin and payment terms. It is als helpful t cver: Organisatin f sessins Lcatin, length and frequency and hw and n what basis cntact is made between sessins Cmmitment t sessins / hurs Is the cach being cntracted n an pen ended basis r will a fixed number f sessins be determined at the utset. If pen ended, it wuld be essential t identify review dates Review dates and the agreed measurements t be used at review and the peple t be invlved in the review. Terms f relatinships As utlined elsewhere in this dcument Caching invlves the cach and client as well as the spnsr (the emplyer (ften represented by HR) paying fr the caching and/r the Line Manager). Depending n the nature f the Caching ther peple may als be invlved. A clear statement identifying what is expected f each party clarifies the cntract Bundaries - This links with relatinships and cnfidentiality and shuld identify the purpse f the cach s rle and therefre the bundaries f the relatinship Cnfidentiality. Basics include Existing rganisatin cnfidentiality agreements will be adhered t by the cach Cach shuld be part f prfessinal assciatin and abide by cde f ethics, nt revealing any persnal infrmatin. The spnsr recgnises the right t cnfidentiality but may ask fr sme success measures. Guidelines fr Caching in Organisatins 05/07/2004 Assciatin fr Caching 6
3.2 Data Prtectin The cach will take essential ntes t supprt the prcess and keep recrds f meetings/cntact; hwever yur persnal details will nt be shared with any utside agency. Strage and use f individually identifiable data must be in accrdance with the prvisins f the Data Prtectin Act 1984. 3.3 Disciplinary prcedures Shuld yu have cause t cmplain abut the cach t a third party, (ie because the issue culd nt be reslved directly with the cach r thrugh the rganisatin) yu can cmplain t the assciatin that they belng t. The assciatin shuld have a cmplaints prcedure t deal with situatins where a member has failed t cmply with their cde f cnduct. 4. Relatinships and cmmitments See diagram fllwing fr a map f the relatinships. Respnsibility Cach Client Organisatin Gals Cmmitted t client s gals and supprts them t ensure alignment. Sets gals aligned with rganisatin and with persnal needs. Agrees gals with client and ensures fit with rganisatinal gals Learning / change Prvides the prcess t help client change. Maintains wn knwledge and skills at high standard t ffer client mst effective methds f change. Wants t learn and change and is cmmitted t the prcess. Wants t help client learn and change and supprts implementatin Cnfidentiality Keeps cnfidentiality n persnal issues and respects the rganisatin s Nndisclsure Agreement Keeps rganisatinal cnfidentiality as apprpriate, shares infrmatin in cnfidence as s/he prefers Des nt ask fr cnfidential infrmatin. Presence Attends all sessins prmptly and ready Arrives n time and prepared fr all sessins Makes it pssible fr client t attend sessins Plan Develps apprpriate plan with the client, agrees budget, utcmes and timing with rganisatin Cmmits t plan f learning and change Agrees utline plan and budget with cach and client Respect Respects client and rganisatin and is nn-judgmental Respects cach and rganisatin Respects client and cach Measures Agrees where client is nw and measures fr grwth / gal achievement with Agrees current psitin and measures fr grwth with cach and in utline with Agrees measures / evidence fr prgress with client Guidelines fr Caching in Organisatins 05/07/2004 Assciatin fr Caching 7
Ownership Envirnment prmting excellence & ethics in caching client rganisatin Cach helps client with prcess Creates learning envirnment fr client in the sessins Client makes decisins and wns the results and takes respnsibility fr wn behaviurs Establishes gals and seeks change within his/her cntrl Accepts client decisins and makes rganisatins decisins Creates n-blame envirnment s client can address issues and make mistakes as part f the learning Respnsibility Cach Client Organisatin Relatinship Builds rapprt with client and members f the rganisatin. Establishes permissin-based wrking relatinship with client. Develps pen and hnest wrking relatinship with cach and facilitates cntact with ther members f the rganisatin as apprpriate. Creates effective wrking relatinship with cach as needed t supprt client and maintains pen and hnest relatinship with client. Knwledge Ensures they have relevant knwledge f the rganisatin as well as maintaining their caching knwledge and expertise. Is highly self-aware and disciplined in managing the caching relatinship. Brings apprpriate knwledge f the rganisatin t the sessins. Develps selfawareness as the fundatin fr persnal change. Prvides relevant knwledge n the rganisatin t cach and client. Guidelines fr Caching in Organisatins 05/07/2004 Assciatin fr Caching 8
Cmprehensive picture f the reprting relatinships Bss Mnitring Mnitring Mnitring & Admin HR Cach Mnitring Training & Supprt Caching Bss Mentring & Feedback Client Peer Supprt & Feedback Peer Feedback Peer Direct Reprt Direct Reprt Direct Reprt Curtesy f A. Caillet, Prescient Leaders LLC, 2004 Guidelines fr Caching in Organisatins 05/07/2004 Assciatin fr Caching 9
5. Organisatinal climate Fr caching t flurish as a means f individual and rganisatinal develpment the rganisatinal culture needs t encurage learning. Fr example the fllwing elements indicate a learning culture: Learning envirnment share knwledge and experiences t learn frm each ther and this is recgnised and rewarded Nt a blame culture can make a mistake and share experience s we all learn frm the feedback, peple actively seek feedback Actively encurage creativity, ideas generatin and innvatin it is desirable t think f new and better ways f ding things and try them ut Respect fr the individual appreciate diversity and difference as a means f encuraging creativity and change Caching style f wrking managers use caching t encurage perfrmance grwth, a caching structure exists, external and internal caches are accessible t all, there are strng rle mdels f gd caching practice Clear cre values f learning, wnership, results rientatin, relatinship-building are lived every day Clear understanding f the benefits Fr individual Imprve self-awareness and flexibility, greater cnfidence, imprve relatinships with thers, imprve managerial and leadership skills, imprve ability t deal with change and supprt thers thrugh change, develp clear gals, imprve ability t slve prblems and make decisins, acquire new skills, imprve perfrmance and prductivity, learn a prcess t self-cach and t identify and act n learning needs Fr rganisatin imprve perfrmance, prductivity, quality, business results, imprve mrale and emplyee cmmitment (retentin), demnstrate cmmitment t learning in the rganisatin and reinfrce learning culture, develp caching capability in the rganisatin, supprt rganisatinal change, supprt ther learning and develpment activity and reinfrce the new ways embedding them quickly, supprt individuals thrugh a persnal change (eg prmtin) 6. Acknwledgements The Assciatin fr Caching wuld like t acknwledge the fllwing cntributrs and members f the OD team and wh have been invlved prducing this dcument: Amanda Buch, Jeanette Duffell, Lrraine Madams, Vernica Mash, Alexander Caillet, Gladeana McMahn, Katherine Tulpa See appendix fr Caching Evaluatin Frum www.assciatinfrcaching.cm The AC is an independent, nn prfit rganisatin with the gal t prmte best practice and raise the awareness, standards and prfessinalism f Caching while prviding value added benefits t its members whether they are prfessinal Caches r Organisatins invlved in Caching. Guidelines fr Caching in Organisatins 05/07/2004 Assciatin fr Caching 10
Appendix Caching Evaluatin Frm PART ONE We wuld like t knw hw yu rate yur Cach n a number f variables cvering skills, techniques and attributes. A. Hw gd was yur Cach at 1 = lw 5 = high 1 Keeping agreed appintments 2 Allwing yu t set the agenda fr yur sessins 3 Keeping a check n the pints agreed during yur sessins and feeding these back t yu including reviewing pints frm previus sessins 4 Encuraging yu t use a lg r reflectin nte t reflect n learning experiences 5 Sharing experiences and ideas as ptins fr yu t cnsider B. Hw well did yur Cach 1 = lw 5 = high 6 Establish rapprt with yu listening t what yu said and displaying empathy with yur thughts and ideas, giving clear respnses and summaries, cmmunicating penly with yu etc. 7 Explain clearly any necessary cncepts, infrmatin and techniques giving clear, cncise and cnstructive feedback 8 Use questinnaires and/r self-assessment prfiles (if apprpriate) t help yu understand yurself better 9 Ensure yu retained respnsibility t slve prblems and change yur behaviur gaining yur cmmitment t a Persnal Actin Plan C. Hw gd was yur Cach at 1 = lw 5 = high 10 Asserting him/herself withut being aggressive r passive 11 Shwing that he/she was knwledgeable, skilful and willing t liaise with ther apprpriate experts 12 Demnstrating gd time management practices Guidelines fr Caching in Organisatins 05/07/2004 Assciatin fr Caching 11
13 Cmmunicating a genuine belief in the ptential fr peple t imprve their perfrmance 14 Managing yur emtins 15 Acting as a gd rle mdel D. Hw gd was the caching prgramme at helping yu t 1 = lw 5 = high 16 Assess yur current levels f cmpetence 17 Imprve yur perfrmance 18 Becme mre aware f learning 19 Priritise yur develpment needs 20 Maximise any learning pprtunities 21 Set yurself develpment gals r targets 22 Mnitr and/r evaluate the achievement f yur bjectives 23 Set yurself new gals 24 Create a Persnal Develpment Plan 25 Feel mre psitive abut yur develpment 26 Raise yur mrale PART TWO All develpment initiatives shuld deliver sme business benefits. We wuld like t knw hw well yu thught the caching prgramme wrked frm this pint f view by answering as many f the fllwing questins as pssible. Please indicate yur level f agreement with each f the fllwing statements. 1 = strngly disagree; 5 = strngly agree; n/a = nt applicable Guidelines fr Caching in Organisatins 05/07/2004 Assciatin fr Caching 12
1 The prvisin f caching demnstrates t me that this cmpany/rganisatin cares abut my develpment. 2 I believe that the caching I have received has had a direct beneficial impact upn the business/wrk in my area. n/a n/a 3 My mtivatin has increased as a result f the caching. n/a 4 My caching has helped me srt ut persnal issues which may therwise have affected my perfrmance at wrk. 5 I am mre likely t stay with the cmpany/rganisatin as a result f receiving caching. n/a n/a 6 It wuld nt be difficult fr me t demnstrate hw caching has imprved my persnal perfrmance at wrk. 7 My perfrmance at wrk has definitely been enhanced as a result f my caching. n/a n/a 8 My caching has directly resulted in business benefits. n/a 9 My caching has indirectly resulted in business benefits. n/a PART THREE Hw far did yur cach help yu t reach yur agreed utcme measurements? 1 2 3 Are there any ther persnal r business benefits yu believe have been derived frm yur caching? Please add any further cmments Thank yu fr cmpleting this questinnaire. It will help us greatly in evaluating the Caching prgramme and in prviding feedback t yur cach. Guidelines fr Caching in Organisatins 05/07/2004 Assciatin fr Caching 13