{"id":2535,"date":"2019-05-19T15:34:39","date_gmt":"2019-05-19T15:34:39","guid":{"rendered":"http:\/\/hr4free.web-romandie.ch\/?p=2535"},"modified":"2019-05-19T15:35:30","modified_gmt":"2019-05-19T15:35:30","slug":"how-to-implement-a-business-coaching-process-management-by-coaching-mpc","status":"publish","type":"post","link":"https:\/\/hr4free.com\/en\/Business-Coaching-Tools\/MPC-Process-Methodology-Sample-Action-Plan","title":{"rendered":"How to Implement a Business Coaching Process (Management by Coaching &#8211; MPC&#x2122;)"},"content":{"rendered":"<div>\n<p><strong>There are as many definitions of coaching as there are &#8220;coaches&#8221;.\u00a0<\/strong>The main aim of coaching, however, consists in leading individuals to position themselves towards their professional life and\/or project(s). The key-question that every coached person is proposed to answer is:<b>\u00a0<\/b><em>&#8220;What role am I expected to play within the company through my projects and responsibilities?&#8221;<\/em><\/p>\n<p><strong>The gap between coaching within an organization and competition in sports deserves a special mention<\/strong>, for their methodology and \u2013 more importantly \u2013 their finality radically differ.\u00a0<u>Indeed, individuals who go beyond their strengths rather represent a threat than an opportunity for the company<\/u>. Moreover, competition in a professional context can cause a deterioration of the company&#8217;s\u00a0<em>social atmosphere<\/em>, which is one of its most valuable assets. It is thus important to be very clear as to what the goals and the methodology of the coaching process are.<\/p>\n<p><strong>Also note that team coaching tends to be more and more often introduced into companies.<\/strong>\u00a0It includes the same tools and pursues the same goals as individual coaching. The difference is that, instead of starting the coaching with an\u00a0<em>individual audit<\/em>, it is the global functioning of the team that is assessed in the first place. Similarly, at the end of the process, every team member will be attributed specific responsibilities in the\u00a0<em>collective action plan<\/em>.<\/p>\n<div>\n<h5 style=\"text-align: center;\"><strong>TOOLS<\/strong><\/h5>\n<p>A number of tools can be used, as these should be directly adapted to the coached person\u2019s situation \u2013 i.e. to their\u00a0<em>professional project<\/em>, different\u00a0<em>partners<\/em>, etc. However, the following tools deserve to be mentioned, as they are the most commonly used at the moment:<\/p>\n<\/div>\n<ul>\n<li>Project Management<\/li>\n<li><b><a href=\"http:\/\/www.hr4free.com\/en\/Competency-Management-Tools\/Management-by-Objectives-Sample-Performance-Appraisal-Form\" target=\"_blank\" rel=\"noopener\" data-cke-saved-href=\"http:\/\/www.hr4free.com\/en\/Competency-Management-Tools\/Management-by-Objectives-Sample-Performance-Appraisal-Form\">Management by Objectives (MBO)<\/a><\/b><\/li>\n<li><a href=\"https:\/\/hr4free.com\/en\/Business-Coaching-Tools\/Towards-a-Differentiated-Management-Coaching-Approach\" target=\"_blank\" rel=\"noopener\" data-cke-saved-href=\"https:\/\/hr4free.com\/en\/Business-Coaching-Tools\/Towards-a-Differentiated-Management-Coaching-Approach\"><b>Differentiated Management<\/b><\/a><\/li>\n<\/ul>\n<h5 style=\"text-align: center;\"><strong>PRACTICE<\/strong><\/h5>\n<p>The Management by Coaching (MPC&#x2122;) approach offers a coaching methodology that structures every activity into a\u00a0<em>project<\/em>. This\u00a0<b><a href=\"http:\/\/www.hr4free.com\/PDF_Files\/Blog_EN_Management_coaching_schema.pdf\" target=\"_blank\" rel=\"noopener\" data-cke-saved-href=\"http:\/\/www.hr4free.com\/PDF_Files\/Blog_EN_Management_coaching_schema.pdf\">coaching process (illustration)<\/a><\/b>\u00a0follows the following steps:<\/p>\n<p><b>1) Audit of the coached person:<\/b>\u00a0assessments both at\u00a0<em>professional<\/em>\u00a0(knowledge, know-how and behavior) and\u00a0<em>personal<\/em>\u00a0level (knowledge of one\u2019s values and life-balance) in order to compare them to the project\u2019s characteristics.<\/p>\n<p><b>2) Audit of the project:\u00a0<\/b>This analysis aims to structure the project\u2019s demands in an objective manner, both at technical and human levels. It will include:<\/p>\n<ul>\n<li>the list of all the\u00a0<u>customers<\/u>\u00a0with their expectations<\/li>\n<li>the list of the\u00a0<u>partners<\/u>\u00a0who take part in the project<\/li>\n<li>the list of all the\u00a0<u>factors<\/u>\u00a0(both technical and human) that may ease or hinder the completion of the project<\/li>\n<\/ul>\n<p><b>3) Definition of the project&#8217;s mission:\u00a0<\/b>construction of the project\u2019s mission. The latter should integrate the coached person\u2019s characteristics and aspirations (i.e. their\u00a0<em>ideals<\/em>\u00a0and\u00a0<em>values<\/em>) as much as possible.<\/p>\n<p><b>4) Goals and activity flows:<\/b>\u00a0At this stage, we identify the \u2013 often ill-defined \u2013\u00a0<em>quantitative<\/em>\u00a0(turnover, costs, deadlines, absenteeism\u2026) and\/or\u00a0<em>qualitative\u00a0<\/em><em>goals\u00a0<\/em>(quality of products\/services, motivation, work atmosphere, skills\u2026) that underlie the mission. These can be decomposed into\u00a0<em>sub-goals<\/em>\u00a0\u2013 or\u00a0<em>&#8220;milestones<\/em>&#8221; \u2013 that will allow a better control of the project\u2019s advancement. Note that\u00a0<em>human-related goals<\/em>\u00a0(e.g. the improvement of the relation to the customers, the development of the project team\u2019s skills\u2026) are often forgotten in this process.<\/p>\n<p><strong>The activity flows are also derived from the team\u2019s mission.<\/strong>\u00a0They should be rationalized in relation to the organization&#8217;s\u00a0<em>global workflows<\/em>, in order to allow for gains in terms of time, energy and money. Moreover, listing up all of the team\u2019s activities will ease the\u00a0<em>distribution of roles and responsibilities<\/em>\u00a0within the team itself.<\/p>\n<p><b>5) Resources and structure:<\/b>\u00a0At this stage, all resources \u2013 whether\u00a0<u>technical<\/u>\u00a0(tools, information, infrastructures\u2026) or\u00a0<u>human<\/u>\u00a0(customer management, marketing, communication\u2026) \u2013 that will allow for the mission to be fulfilled, should be listed up.<\/p>\n<p>As for the structure, it consists in formalizing and delimitating each person\u2019s role in a clear and transparent way, in order to foster the development of delegation and the acquisition of a\u00a0<em>structured and global vision<\/em>\u00a0(for the project manager).<\/p>\n<p><b>6) Action plan:<\/b>\u00a0It is aimed at the realization of the mission. Without this step and its implementation, the coaching process would be useless. It is absolutely necessary that the decisions made to be quickly implemented.<\/p>\n<p>This action plan is made up of two parts:<\/p>\n<ul>\n<li><b>a personal action plan<\/b>\u00a0aimed at achieving a satisfactory\u00a0<em>work-life balance<\/em>. The latter is based on the people\u2019s\u00a0<em>hobbies<\/em>, as well as on the development of the weak points that they regard as important for the project and themselves.<\/li>\n<\/ul>\n<ul>\n<li><b>an action plan for the project<\/b>\u00a0that will become its main steering tool. It lists up the project team\u2019s\u00a0<em>mission<\/em>,\u00a0<em>goals<\/em>\u00a0and respective\u00a0<em>roles<\/em>, as well as the related\u00a0<em>tools<\/em>\u00a0and\u00a0<em>resources<\/em>. It allows for the introduction of a\u00a0<em>project timeline<\/em>\u00a0by specifying all compulsory\u00a0<em>deadlines<\/em>. Finally, the project manager can, thanks to this plan, assess the follow-up of the project and even include\u00a0<em>control indicators<\/em>.<\/li>\n<\/ul>\n<p><strong>7) Monitoring of the project:<\/strong>\u00a0The achievement of the goals set in the action plans is continually checked for as the project unfolds. When intermediary goals are achieved, new goals are set, and so on, until completion of the project&#8217;s mission.<\/p>\n<h5 style=\"text-align: center;\"><strong>EXAMPLE<\/strong><\/h5>\n<p>Here is a\u00a0<strong><a href=\"http:\/\/www.hr4free.com\/PDF_Files\/Blog_EN_Management_coaching_plan_action.pdf\" target=\"_blank\" rel=\"noopener\" data-cke-saved-href=\"http:\/\/www.hr4free.com\/PDF_Files\/Blog_EN_Management_coaching_plan_action.pdf\">dual action plan<\/a><\/strong><a href=\"http:\/\/www.hr4free.com\/PDF_Files\/Blog_EN_Management_coaching_plan_action.pdf\" target=\"_blank\" rel=\"noopener\" data-cke-saved-href=\"http:\/\/www.hr4free.com\/PDF_Files\/Blog_EN_Management_coaching_plan_action.pdf\"><strong>\u00a0(example)\u00a0<\/strong><\/a>&#8211; for both the coachee&#8217;s personal development and the management of the project itself &#8211; that derives from the\u00a0<strong><a href=\"http:\/\/www.hr4free.com\/en\/Management-of-Processes-by-Coaching\" target=\"_blank\" rel=\"noopener\" data-cke-saved-href=\"http:\/\/www.hr4free.com\/en\/Management-of-Processes-by-Coaching\">Management by Coaching (MPC&#x2122;) methodology<\/a><\/strong>.<\/p>\n<p><em>Related articles:<\/em><\/p>\n<ul>\n<li><strong><a href=\"https:\/\/hr4free.com\/en\/Business-Coaching-Tools\/The-Role-of-Managers-Who-Apply-the-Management-of-Processes-by-Coaching-Methodology\" target=\"_blank\" rel=\"noopener\" data-cke-saved-href=\"https:\/\/hr4free.com\/en\/Business-Coaching-Tools\/The-Role-of-Managers-Who-Apply-the-Management-of-Processes-by-Coaching-Methodology\">Applying the Management by Coaching (MPC&#x2122;) Methodology<\/a><\/strong><\/li>\n<li><a href=\"https:\/\/hr4free.com\/en\/Business-Coaching-Tools\/Management-of-Processes-by-Coaching-Methodology-Application-Case-Study\" target=\"_blank\" rel=\"noopener\" data-cke-saved-href=\"https:\/\/hr4free.com\/en\/Business-Coaching-Tools\/Management-of-Processes-by-Coaching-Methodology-Application-Case-Study\"><strong>Management by Coaching: a Real-Life Case Study<\/strong><\/a><\/li>\n<\/ul>\n<\/div>\n","protected":false},"excerpt":{"rendered":"<p>There are as many definitions of coaching as there are &#8220;coaches&#8221;.\u00a0The main aim of coaching, however, consists in leading individuals to position themselves towards their professional life and\/or project(s). The key-question that every coached person is proposed to answer is:\u00a0&#8220;What role am I expected to play within the company through my projects and responsibilities?&#8221; The [&hellip;]<\/p>\n","protected":false},"author":3,"featured_media":470,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[194],"tags":[265,287,99,263,288],"class_list":["post-2535","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-business-coaching-tools","tag-business-coaching","tag-competency-development","tag-management","tag-management-by-coaching","tag-management-development"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.3 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>How to Implement a Business Coaching Process (Management by Coaching - MPC&#x2122;) - HR4Free<\/title>\n<meta name=\"robots\" content=\"noindex, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"How to Implement a Business Coaching Process (Management by Coaching - MPC&#x2122;) - HR4Free\" \/>\n<meta property=\"og:description\" content=\"There are as many definitions of coaching as there are &#8220;coaches&#8221;.\u00a0The main aim of coaching, however, consists in leading individuals to position themselves towards their professional life and\/or project(s). 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