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Talent Development

Coaching

Colleagues engaged in a coaching discussion around a desk in an office. There is a laptop on the table and the two colleagues are smiling, enjoying their conversation

“Coaching is unlocking a person’s potential to maximise their own performance. It is helping them to learn rather than teaching them.” 
Sir John Whitmore 

Coaching supports colleagues to build capability, confidence and clarity. It may involve using a coaching approach day‑to‑day, developing self‑coaching skills, or working one‑to‑one with a trained coach. 

Across the University, coaching shows up in different ways, including: 

  • Everyday coaching conversations, where managers and colleagues use a coaching approach to support others’ development 
  • Self‑coaching, where individuals use coaching tools and reflective techniques to think through challenges independently 
  • One‑to‑one coaching, where a colleague works confidentially with a trained coach over a series of 6-8 sessions 

In all of these forms, coaching creates space to think, reflect, challenge assumptions, and take purposeful action. It supports colleagues to navigate complexity, build capability and move forward with confidence. 

Why adopt a coaching approach

A coaching approach involves: 

  • Asking thoughtful, open questions rather than giving immediate answers
  • Listening to understand, not to fix
  • Encouraging ownership, learning, and problem‑solving
  • Supporting others to arrive at their own conclusions and actions 

This approach is particularly powerful for managers and leaders, helping to: 

  • Build confidence and capability in others
  • Support performance and development conversations
  • Encourage autonomy and accountability
  • Enable resilience and adaptability
  • Create inclusive, empowering team cultures
  • Developing these skills is a key part of Manchester’s leadership capability. 

What are everyday coaching conversations?

Most coaching happens in the flow of everyday work. In day-to-day conversations, managers and colleagues can use a coaching approach—creating space to think, asking open questions and listening well—rather than moving straight to advice or instructions.

This helps individuals build confidence, ownership and problem-solving skills, and supports better decisions and sustainable performance. For the organisation, it strengthens capability and engagement, improves collaboration, and develops a culture of learning. Coaching skills are a core leadership capability—helping leaders enable others to do their best work, especially in complex and changing environments.

What is self-coaching?

Coaching is not only something that happens in conversation with others. 

Colleagues can use coaching techniques – such as structured reflection, powerful questions and goal‑setting tools – to think through challenges, decisions or next steps independently. 

Our self‑directed learning resources support this approach, giving you practical tools you can use at your own pace. 

Coaching vs Mentoring

Coaching is often confused with mentoring, so it’s important understand the difference.

Coaching is not

  • Advice-giving
  • Problem-solving on your behalf
  • Teaching or directing what to do

If you are looking for:

  • Guidance based on someone’s experience
  • Career insight, sector knowledge or lived experience
  • Advice on navigating a particular context

Then mentoring may be a better fit.

You can find out about Mentoring at Manchester through Manchester Gold.

 

One‑to‑one coaching with a trained coach

There are times when colleagues may benefit from dedicated space away from their role, team or context. 

One‑to‑one coaching with a trained coach offers: 

  • Confidential, structured conversations
  • Focus on your goals, challenges and thinking
  • Skilled questioning and challenge from a neutral partner
  • Time to reflect and develop insight in a complex environment 

A coaching relationship is a formal arrangement in which the coach and coachee meet for an agreed number of sessions (usually six). It begins with a chemistry meeting, where the coach explains what to expect, clarifies roles and ways of working, and agrees the goals the coachee wants to focus on. This initial agreement is known as ‘contracting’. We are institutional members of the European Mentoring & Coaching Council (EMCC), and your coach will share the ethics and standards that guide our work as part of the coaching arrangement. 

Internal Coaches – available for all colleagues to apply

We have a pool of UoM colleagues who are trained coaches and support colleagues as a coach in addition to their main role. All colleagues can apply for an internal coach and we will endeavour to find a relevant match based upon your preferences and leadership level (dependent upon availability). We have coaches trained up to Executive Coaching level so can support all career stages including senior leaders. 

Executive External Coach

Colleagues in senior leadership roles may prefer to work with an independent coach who works externally from the University when there is local budget to support this. We partner with Executive Coaches outside of the University and can match colleagues with a coach to meet their needs and preferences. Investment ranges from £3-6k for a series of 6 coaching sessions plus the chemistry meeting. This would need to be funded and approved by the local area.  

 

Development Resources to support Coaching

Below you can browse the available courses and resources to support coaching.

A representative illustration of a persons head with paper ripped over the mind revealing cogs whirling

MyDevelopment

View the Coaching and mentoring courses available on MyDevelopment

In person & Virtual Workshops: 

  • Coaching Skills - During this 3-hour, hands-on workshop, you’ll learn the fundamental skills needed to take a coaching approach in the workplace. We’ll explore a range of practical tools, and a core framework for effective coaching conversation that you can use immediately. Through group discussions and practical exercises, you’ll have the opportunity to practice coaching techniques in a safe and supportive environment. In-person and virtual workshops are available. 

Self-Directed Learning: 

  • An introduction to coaching: coaching essentials including: coaching models and key coaching skills such as asking powerful questions, listening, using silence, goal setting. 
  • Coaching conversations - how to have effective coaching conversations 
  • Coaching for Mindset: Bitesize modules for coaching for: growth mindset, change, resilience, emotional intelligence or wellbeing  
  • Coaching for Skills: Bitesize modules for coaching for: communication, time management, delegation, creativity or focus 
  • Team Coaching: to help managers to unlock the full potential of their team.  

Coaching Tools: 

A range of tools to support self-awareness, career planning and goal setting within coaching conversations. 

  • Wheel of Work - enables coachees to identify areas of their working life that need development focus. 
  • Values Exercise - coachees can use this activity to identify their values which can support self-awareness and career alignment 
  • Personal Strengths Assessment - an assessment for coachees to understand their personal strengths 
  • Goal Setting: The Gold Standard - A LinkedIn learning course with tips on how to set effective goals