| |
Executive Coaching
 Effective leaders in business require mastery in 3 areas, which we address in our approach to Executive Coaching:
- Clear Purpose and Vision – and the ability to communicate them clearly to relevant stakeholders (employees, partners, media, government, etc.)
- Interpersonal relationships building and nurturing in a manner that elicits excellence in people. In other words, creating resonance by being emotionally intelligent.
- Achieving bottom-line results through effective management of people.
Peter Senge, founder and director of the Society for Organisational Learning (SOL) and senior lecturer at MIT coined the notion of THE LEARNING ORGANISATION.
The 5 foundation disciplines for creating such an organisation are:
- Systems Thinking – any organization is a system, with many invisible interconnected elements and influences. We normally tend to focus on snapshots of isolated parts of the system and then wonder why our problems don’t get solved. It is a conceptual framework with tools that enable the system to see its patterns.
- Personal Mastery – is the discipline of continually clarifying and deepening our personal vision, focusing energies, developing patience, seeing more objectively.
- Mental Models – deeply ingrained assumptions, generalisations and images we have that influence how we operate. The discipline here is of turning the mirror inward - scrutinise our assumptions and beliefs, expose one’s own thinking and unearth motivation. It is about self-awareness and exploring hidden (limiting) assumptions.
- Building Shared Vision – when there is a genuine vision, people excel and learn, in a self-motivated way. This practice is around unearthing shared “pictures of the future”. Dictating a vision is counterproductive even when the vision is noble. Aligning people in the organisation with the vision is hugely important for the organisational success.
- Team Learning – when teams are truly learning, they produce extraordinary results, while the individual members are growing more rapidly than in any other way. This discipline starts with dialogue – members of the team have to learn to suspend assumptions and enter into a real "thinking together" mode. It is vital, as teams are the fundamental learning units of the modern organisation.
(Source: The Fifth Discipline: The Art & Practice of The Learning Organisation (2006) by Peter Senge. Also see online: http://www.solonline.org)
The five disciplines should develop as an ensemble, which is a challenge.
 To achieve sustainable results in these areas, we work with many models, such as Co-Active Coaching, Process Work (Arnold Mindell’s work), Emotional Intelligence (Daniel Goleman), Thinking Environment (Nancy Kline), and Stephen Covey’s 8 Habits of Highly Effective People. We also employ Conflict
Resolution methods and tools.
Apathy and Cynicism Levels of Employee Commitment
Level One: Total Commitment
Desire to work to the point of exceeding expectations
Level Two: Active Compliance
Willingness to do what is expected of you, no more no less
Level Three: Reluctant Compliance
Reluctance to go beyond doing just the minimum
Level Four: Apathy
Attitude of indifference towards the organisation and clients
Level Five: Terminal Apathy
Involvement in destructive behaviour such as sabotage and fraud The Cost of Non-Commitment - % of Sales Revenue
- Level One - Total Commitment - <1%
- Level Two - Active Compliance - 5 – 15%
- Level Three - Reluctant Compliance -15–25%
- Level Four - Apathy - 25 – 40%
SOURCE: Dr Nikolaus Eberl & Herman Schoonbee: Internal Branding. See: www.izicwe.co.za
The Rules of Coaching
- Confidentiality – An agreement is reached with the stakeholders in each process; the management/line manager; HR, and the individual client. It is based on the confidentiality of the content of coaching sessions. Information can be divulged only by the client or with appropriate authorisation by him/her.
In life coaching – the same agreement ensures that the client is safe as he or she would be in as in any other helping professional relationship.
- Transparency – The coach is not the expert, but rather models how to share strengths as well as weaknesses, and share knowledge and techniques, so that clients can be empowered to self-coach in future. Any communication with the sponsor organisation is done with the full knowledge of all individual clients.
- Empowerment – The end goal of the process is to have individuals who can do self-management and self-coach, in a manner that will not only benefit them in the workplace and in non-work situations, but will also benefit their peers, subordinates, managers and employers.
Method of Coaching in Organisations
 The sponsor company nominates the clients for the coaching programme. Executive coaching aims at leaders, managers and senior staff mainly, as they are the catalysts of change.
The sessions are one-on-one. They usually last 1-1.5 hours once to trice monthly. After an initial assessment and introduction with the sponsor company, a coaching programme is designed, tailor-made to fit the specific needs of the organisation.
A coherent, coordinated integrative approach will benefit larger interventions in big companies. For such coaching programme we offer a team of coaches working together as a learning team, collectively using the knowledge and learning gleaned from the respective clients to feed back to the organisation.
The team comprises coaches using the same approach and holding similar professional worldviews. This creates a powerful synergy, promoting change and ensuring the sustainability of the new learned behaviours. The team will be lead by me as head coach, enabling the creation of a holistic view of the coaching process. The team members are recruited according to the nature of the organisation, the size of the project and other criteria. |
|
|
Do you want to enable genuine growth with valid and sustainable results for your business?
|
|
|
