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ABSTRACT:
Coaching is clearly not a fad but a clear trend in leadership
communication. However, most organizations are unclear about
coaching, what it is and how it should be integrated into
organizational systems. The following discussion addresses those
issues and outlines clearly how to promote development in an
organization by using a coaching system.
In organizational change, the boundaries between coach and player
blur. Leaders must give as well as receive high quality help. One
way to do this is to establish a cadre of coaches in which people
can learn how to coach by helping others.
The Dance of Change, Senge, et al.
Coaching as a Transformational
Leadership Competency: Executive Series
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EXCERPT
Why Coaching?
COACHING INDUSTRY SHOWS GROWTH: Through a survey of more than 300
companies nationwide (USA), Manchester Inc., a career management and
management consulting firm, found that 59% of organizations
currently offer coaching or other developmental counseling to their
managers and executives. Another 20% of organizations said they plan
to offer such coaching within the next year.
Bill Wiggenhorn from Motorola University said that companies need
4 things for their employees: "learning maps, time to make the
transition, access to technology, and we need to provide coaches."
Leaders and decision makers in organizations today are hard pressed
to continue to search for and implement the holy grail of organizational
effectiveness. Management fad after management fad rolls up on the
organizational shore only to spread across the organization and then
again recede in anticipation of yet another surge. Yet, leaders in
organizations are scrambling for talent as uncertainty, ambiguity and
complexity reign.
Currently, companies are seeking to revitalize strategic management
with balanced scorecard approaches, developing capacities to meet the
requirements of fragmented markets, continuing downsizing through
outsourcing and looking to recent work on emotional intelligence to
augment approaches to executive and management development.
An analysis of more than 300 top-level executives from fifteen
global companies showed that six emotional competencies
distinguished stars from the average: Influence, Team Leadership,
Organizational Awareness, Self-Confidence, Achievement Drive, and
Leadership (Spencer, L. M., Jr., 1997).
Emotional Intelligence is thus another wave of knowledge adding
itself to the barrage of management initiatives. Trainers and
consultants are scrambling to find ways to build emotional intelligence
into their programs. Nevertheless, we find that the core methodology
used to "increase" emotional intelligence is coaching. Underneath sound
leadership, outstanding interpersonal practices and the management of
certain organizational conflict is the methodology of coaching.
Coaching is about creating the capacity for appreciative and
supportive interaction that leads to the achievement of business
results. Effective conversation sets the stage for significant
discussion about issues of leadership development, personal and
organizational change and creating capability through high functioning
people with enhanced emotional competence. For years, most
organizational pundits have known that it is not how much you know but
how well you relate to other people in the organization that really
matters.
Research by the Center for Creative Leadership has found that the
primary causes of derailment in executives involve deficits in
emotional competence. The three primary ones are difficulty in
handling change, not being able to work well in a team, and poor
interpersonal relations.
A study of 130 executives found that how well people handled
their own emotions determined how much people around them preferred
to deal with them (Walter V. Clarke Associates, 1997).
Effective coaching works with executives and others to develop
their effectiveness in working with change. It helps them identify
when teamwork is important and to use their skills to foster it.
Coaching builds skills and capacities for effective working
relationships. Coaching--implementing and modeling coaching
competencies--paves the way for decision makers to create higher
levels of organizational effectiveness through dialogue, inquiry and
positive interactions that create awareness, purpose, competence and
well-being among participants. Coaching is NOT another feel good
exercise based in soft skills that has no correlation to the
bottom-line.
Additional Contents of this Article:
- How to create a business case for a coaching intervention
- An Emotionally Intelligent Coaching Model
- 22 explanations of how to use coaching effectively to bring
about change in development
- Coaching as a way to implement the Fetzger Consortium
Guidelines for Bringing Emotional Intelligence Into the
Organization
- How coaching is vital to the success of leadership development
in organizations
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This article is edited by Russ Volckmann,
PhD. A Certified Business Coach working with company
presidents and vice presidents, project and other managers. He was
an OD consultant for more than twenty years, published numerous
professional articles and is the author of the ebook, A Leadership
Opportunity: An Integral Approach.
www.leadcoach.com
Email:
russ@leadcoach.com
Web:
www.leadcoach.com
Tel: 831.333-9200
Author Mike Jay is a practicing business coach writing and
coaching on business issues relevant to "generati"--generative
ideas, people, business and organizations. He is the author of
COACH2 The Bottom Line: An Executive Guide to coaching performance,
change and transformation in organizations--
http://www.coach2-the-bottom-line.com.
Mike is the founder of
www.b-coach.com
.
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