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| Need to Expand Coaching? |
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Wednesday, October 15, 2008
Reference: Wood, Jack Denfeld. “How to Implement an Effective Coaching Strategy: Keeping Cinderella’s coach from turning into a pumpkin”. IMD: http://www.imd.ch/research/challenges/upload/TC078_08_how_to_implement_an_effective_coaching_strategy.pdf . October 2008. I am beginning the annual review process for this year. Because of mid-year reviews, annual performance plans, as well as individual development plans, the process is getting to be routine. However, most managers are looking forward and assessing needs requirements for the future. Most organizations forecast the need for new skills in order to meet new priorities. One area that I have been looking at to address this problem is in the area of coaching. I am familiar with coaching at the executive level, with executive teams, and with groups of senior staffers. Usually coaching is done to improve the awareness of individuals and the harmony between their professional and family life requirements. The coaching profession has a number of dynamic angles to it and the coaching tool bag has a number of instruments that can benefit different individuals within organizations. In the referenced article, the commentator reviews a number of applicable tools, concepts, and issues associated with pushing coaching throughout organizations. Surprisingly professional performance is not the main driver to coaching. Instead the commentator references: (1) life development; (2) leadership; and (3) self-awareness as the top three coaching objectives. The commentator also indicates that it is critical to understand the different roles at work within organizations and to choose an approach that is clinically superior to achieve long lasting results. “Asking a manager to formally coach a subordinate is structurally incongruent-it pits the roles of manager…and coach…against each other.” Clinical approaches are preferred because they deal with all the human dimensions of work and home within its own eco-system. Since leadership can benefit from coaching, expanding coaching throughout an organization serves to benefit the whole organization. Because there are costs associated with expanding coaching beyond the executive level, the commentator favors using an outside coach to boost peer and team leadership coaching. “Peer coaching helps form a group of associates who develop fundamental trust, are used to confiding in each other, and who work interdependently and collaboratively to address and resolve personal and professional problems as they arise.” Many of the problems that I deal with involve trust and cooperation. If expanding coaching can produce improvements in trust and cooperation then it should be widely adopted by organizations even in down markets. It looks like the kind of tool that can easily pay for itself. As a result, I will be looking for a coaching pilot to implement in the near future. Let me know your thoughts on coaching as well.
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