Coaching and Organizations
The other day my friend Nisha asked me: Hey do you still
feel Coaching is an enhancer to the OD processes
run in organizations. What do you think could be the attributes of the success
factor ? Is there any workable framework or a model that works..
This set me thinking... Coaching as a process ,we have
read has been an enabler to performance and processes... Development is
fundamental to the survival of both the individual. All individuals need to
adapt to the rapidly changing, and increasingly complex world in which we live
– whether they adapt by opting out or by embracing newness. Development is defined
as: A continuous process of growing and learning; by developing, we continuously
become more than we were.
No doubt theorists have been vouching that it is a great
performance enabler tool and a process...But
of one were to look form an organizational perspective s the success rate has
not been very encouraging..
Most of the organizations have introduced coaching as a process
where the Senior Management /Leadership team is exposed to the coaching climate
and also has the opportunity to engage with an external coach. There is no denying
of the factor that this does enhance/enable their development.
But when it comes to applying these same art Workplace
for the teams or to make it applicable to the middle management , this has not
found very positive success stories..
With organizations becoming more flat, focus is more on
leveraging the senior leadership to hand hold and be a partner on progress to
build the capability of the next level . Today’s the focus is more on people management skills a s a key factor to be a successful people leader. And Coaching for
sure plays a major crucial role in this developmental tool kit for organizations.
now with so much of emphasis on the 70:20:10 model of holistic learning ad development,
if the organizations could leverage the senior leadership presence to build in
a climate of coaching by developing more internal caches, then it is an
effective way to further the climate of developing environment.
The process could be manifold in terms of building
awareness about coaching for the people managers, creating a pool of internal
coaches by both experience sharing, reflection and integration of the same with
the pool.
Also ,the internal coaches are encouraged to work with a
coachee [ who could be hipo] and the
through the coaching sessions the performance of the coachee could be measured. Integration of the learning
platforms like class room sessions, pre and post work knowledge enhancement though
e-learning/book reading/discussion forums; building in communities of practice,
leveraging social media to connect with leaders across the organizations etc
are some of the ways to enhance the building of internal coaches pool.
Training leaders to be internal coaches is a more scalable,
sustainable and robust approach to driving organizational change. By utilizing
internal coaches , the organization is potentially increasing people’s overall
performance through harnessing the connections across this system.
This
is a very well received process ,as it has several advantages like:
- This process is consistent
- Integration of systems and processes are well aligned
- There is more focus on developing the talent from within organization
- It is a great intervention to be worked with the talent pool
- The process also helps in creating self awareness, understanding of the environment, work on the enhancers , scale up skills, look at change drivers /triggers etc.
- It becomes more holistic to be integrated with 70:20:10 approach[refer my previous blog on this ]
- It lifts performance as it is a consistent approach unlike hiring external coaches only
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