Coaching in Organisations

For the last few months, I've offered an invitation for individuals and organisations to carefully consider how they engage with and respond to the effects and implications of COVID-19 on their own lives and their organisations. Much of what I have read on this topic references terms such as: “post trauma” and “disaster recovery” and it doesn’t take much to see that this is a monumental experience for the whole of society and the human race across the globe. The approach that I’d like to share in this blog is that of “Build Back Better” (BBB). The concept of BBB ...

In last month’s post, I talked about leading towards the new normal and how the most effective leaders that I have been coaching all have one eye on dealing with getting through the current situation and the other eye firmly focused on the future. A key question they are contemplating is: How can I create the new normal and proactively design it rather than just wait for it to unfold and potentially be thrust upon me? Today, I'm further exploring the leadership philosophy of duality and the simultaneous focus on two equally challenging goals. My interest was triggered by a ...

Leadership stories from navigating the COVID-19 crisis One of my coaching clients said to me recently: “There’s no guidebook for how to lead during something like this”. Well, whilst there are some materials and theories for crisis leadership when an organisation is in crisis, they don’t seem to quite cover the scope of the global crisis we find ourselves in with COVID-19. The theme of most of my coaching client work has been the same during this last month: how can I lead most effectively during this challenging time? What I noticed is that majority of the senior leaders I ...

How we respond or react to something often indicates a need that is either being or not being met. This is sometimes called Stimulus-Response theory. We may get triggered by something someone is doing or saying (a stimulus) which reminds us consciously or unconsciously of something (pleasant or painful, positive or negative) leading to our response. These triggers will have their origins in the past and sometimes in growing up as children. Negative triggers can often result in a negative emotional reaction and behaviour and the opposite also applies. Managers and leaders, as part of their people management role, may ...

Developing a coaching culture can sometimes feel like a game of Snakes and Ladders. You take steps to implement coaching within the organisation, you experience some quick wins and feel like you are making progress and then you face an obstacle and it feels like to you have just taken three steps backwards. If not addressed, these obstacles can very easily sabotage your efforts. Often the benefits of coaching are never fully realised because funding is cut before there is a real chance for success to be experienced. Here we will highlight some of these obstacles and offer suggestions on ...

The concept of professional development is one that is probably very familiar to us. We may apply this to ourselves, and also our work as coaches may be in direct relation to the professional development of our clients. In the context of today’s environment, terms like “digital revolution”, “4th industrial revolution” and “VUCA” (volatile, uncertain, complex and ambiguous) are now heard almost daily. Alongside this, we may find ourselves immersed in conversations around climate change, economic and political turbulence, mental health and matters of social progress. In light of the characteristics and challenges this type of environment present, the World ...

PART 8: COACHING CULTURE SERIES As we wrap up the Coaching Culture Series, I am going to share with you examples of what some organisations have implemented towards fully utilising coaching as a powerful resource within their organisations. One of these examples is a case study developed by the International Coach Federation (ICF) to highlight last year’s ICF’s International Prism Award winner. I’ll also share some examples from my own clients. My hope is that it will inspire you to take the plunge and fully utilise the power of coaching in your organisation! International Prism Award The International Prism Award ...

PART 7: COACHING CULTURE SERIES Up to this point, we’ve helped you better understand coaching culture, walked through key principles and first steps, looked at approaches and strategies, discussed the importance of measuring ROI and establishing sustainability for your programme. As we start to wrap up this series, I’ll be sharing examples of excellence. I hope these will provide practical ideas on how to create your own strategy for developing a coaching culture in your organisation. Let’s start by looking at a global award that recognises excellence in the use of coaching within organisations as well as some characteristics of ...

PART 6: COACHING CULTURE SERIES In this Coaching Culture series, we have now covered the main building blocks for establishing the foundations of a coaching culture in your organisation and how you can fully utilise coaching as a strategic resource. We now turn our attention to how you can not only sustain, but also enhance the impact that coaching can have over time. Here are some of the ways that you can underpin long-term success and impact. Educating the organisation: Often, the broader organisation may not be aware of what is defined and understood by coaching or its associated benefits. ...