Coaching Ourselves

Peer Coaching a Practice of Social Learning


people at conference table smiling

In our ever changing, fast-paced organizations of the day, the continual change requires management to just ‘do’ without taking time to build trusting relationships with fellow managers and leaders. The acquisition and mergers of many organizations are require to increase competitiveness worldwide, share services to reduce costs and increase shareholder profits puts additional performance expectations on management.

coaching ourselves logoThe value of peer coaching is an ideal method of building increased trust and engagement of management and leaders. In the Coaching Ourselves practice, the practicing manager shares and engages other peer managers to listen, observe, apply and to reflect levels of success. The benefits are shared with others in their own learning (DIY), in their peers and continued development of their staff.

In the The Five Minds of a Manager HBR 2003, article, and applying the five practices written by Jonathan Gosling and Henry Mintzberg to Coaching Ourselves.

See: Coachingourselves

Five Practices:

    • Managing Self: the reflective mind-set
    • Managing organizations: the analytic mind-set
    • Managing context: the worldly mind-set
    • Managing relationships: the collaborative mind-set
    • Managing change: the action mind-set

The Five Practices of Coaching Ourselves

The Coaching Ourselves management practice is modeled after the Five Practices and engages managers to learn and apply their craft in all aspects of the organization as they develop self and others to increase performance.

Mintzberg discusses the need for educating the manager and providing real life experiences to expand their way of thinking process. Mintzberg relates the experience in the book Edges as described by Ray Raphael. (1976)

“…And in the name of economic progress, ridiculous projects and developments are undertaken anywhere and everywhere to give artificial props to a sagging economy. Indeed, the Edges are a part of our world; the problems they face are our own.” “…In the isolated setting of our own backyard, we may be able to perceive our social problems from a clearer perspective.” As we share our insights with others, we also may see our own Edges clearer.

Developing your people, and practicing the 70:20:10 learning framework uses peer coaching and social learning to improve individual and organizational performance.

Peer Coaching in Management practices observing, applying and reflecting what we do daily in our everyday management practice – the actual doing of our craft.

Peer coaching incorporates social learning principles of behavioral observations, applying a level of feedback as a means to describe the behavior and a visible symbol to help us retain our learning. Most important is the ability to take time to be reflective of the learning and be in communication with peer managers to share, learn and build on lessons learned.

Read an ATD article written by Phil LeNir, Managing Partner of Coaching

Why Social Learning Is an Effective Management Development Tool

Coaching topics of engagement that are designed to foster improved performance:

Savvan Learning Solutions provides peer coaching training and seminars for businesses and individuals from Raleigh to Charlotte, North Carolina. 

Contact Us to Get Started