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How does corporate coaching work?

     The short answer is, “Corporate coaching works inconsistently.”

 

     Corporate coaching is commonly an internal form of talent development.  Think of three pillars in talent development:  (1) acquiring people, (2) developing people and (3) retaining desired people.  Corporate coaching can be used to develop and retain desired employees.  Not everyone is a desired employee.

 

     Like all organizational responses, the success of any initiative designed to provide corporate coaching depends upon the organizational culture.  Culture can be described at three levels:  (1) artifacts (observable structures or processes, often hard to decipher),   (2) stated beliefs and values (goals, values, not always aligned with artifacts), and (3) basic underlying assumptions (unstated or unconscious patterns that often define outcomes.  See Schein, 2010.)  Get the point?  Corporate coaching may or may not work consistently.  Consequently most organizations require external consultants to design and deliver results.

 

     Now it is 2016.  The trend toward packages that “Assess-Debrief-Design” for Individual Development Plans (IDPs) is now a large market led by KornFerry and DDI and others.  Sadly, they are limiting themselves by selling those services as “corporate coaching packages.”  Too often they are assessment requirements, often driven by HR or legal compliance needs.  By analogy, after a physician diagnoses a concern they recommend but cannot require treatment.  So it is with too much corporate coaching. Another provider that delivers corporate coaching globally is CoachSource.  (Disclosure:  I am one of 28 engagement managers, we provide unparalleled corporate coaching services.)

 

     On a related note, corporate coaching is not a commodity.  There is a trend away from resource-based views of talent as a fixed commodity (like a manufacturing unit) to a dynamic resource with unlimited potential and higher engagement.  (But that is for another post or direct discussion!)

     Should you have any questions it may be better to chat directly by calling Doug Gray, PCC, at 615.905.1892 or by  contacting me here.

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Wondering If You Are a Good Fit For Your Organization?

     Recently 4 people have asked me that question. There may be something in the air, like ignorance or fear. Here is a quick model for you to determine if you are a good fit for your organization.

The Competing Values Framework (CVF)

     Models provide cognitive maps or useful images for self-assessment and consulting. For instance, the competing values framework defines four boxes from two continua: flexibility or control, and internal or external focus (Cameron, 2008). The result is a simple diagnostic model that can be used to assess your organizational culture (see Figure 1).

cvf

Figure 1: The Competing Values Framework (Campbell, 2008)

     As you read the following descriptions ask yourself these 3 questions:

  1. What quadrant best describes my organization’s values?
  2. What quadrant best describes my individual values?
  3. How can I re-design my life to work in an organization that supports my values?

     Organizations with high flexibility/discretion and high external focus and differentiation are adhocracy oriented. These organizations are dynamic, entrepreneurial, people take risks, and they value innovation and experimentation. Leaders in an adhocracy are visionary, risk-tolerant, and innovative. The adhocracy organizations value experimentation, readiness to change, growth, acquisitions, and new products and services. Examples include technology-based disruptors such as Uber, Airbnb, Virgin. The key word is “create.”

     Organizations with high stability/control and high external focus and differentiation are hierarchically oriented. These organizations favor structure, coordination, efficiency, and stability. Leaders in a hierarchically-oriented organization are good coordinators, organizers, and efficiency experts. The hierarchical organizations value stability, predictability, efficiency, rules, and policies. Examples include Bank of America, Community Health Systems(CHS), and Hospital Corporation of America (HCA). The key word is “control.”

 

     Organizations with high internal focus/integration and high stability and control are market-oriented. These organizations are results-oriented, value competition, achievement, and performance. Leaders in a market-oriented organization are hard-driving producers, directors, and competitive. They value winning, increased market share, achieving goals and targets, and rewards. Examples include Merrill Lynch, insurance salespeople, and car salespeople. The key word is “compete.”

     Organizations with high internal focus/integration and high flexibility/discretion are very personal places, like an extended family, where participation, mentoring and nurturing are encouraged. The leaders in clan-oriented organizations are coaches, mentors, or parent figures. These organizations value loyalty, tradition, collaboration and teamwork. Examples include the United Way, most churches, most nonprofits. The key word is “collaborate.”

 

     So where is your organization? Where are your individual values? These opposite and competing assumptions are useful descriptors of dominant orientations and value sets. But they do not determine behavior. You determine behavior, when you make your choices. Your individual values do not change.

     The key executive coaching question is: How can you re-design your life to work in an organization that supports your values?

     Frankly, that is why people hire an external consultant as an executive coach. Once we know an organizational culture, then we can predict your individual effectiveness, success of a merger or acquisition, and your individual quality of life.

     Then get in touch with me, your Nashville-based leadership and executive coach, at 615.905.1892  or schedule a complimentary leadership coaching session to discuss how you learn best. As your leadership coach, I strive to provide you with the tools to create an impact, rally optimistic coworkers and comrades, as well as maximize group and individual productivity and creation.

What are you waiting for?

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Reference:

Cameron, K, (2008). A process for changing organization culture. In T. Cummings (Ed.), Handbook of organization development (Ch 5). Thousand Oaks, CA: Sage Publications

Systems Thinking. What is it? And How Can It Help Your Business?

Systems Thinking is a process that describes complexity and builds learning organizations. The five disciplines of learning organizations are:

1) Personal mastery

2) Mental model

3) Building a shared vision

4) Team Learning

5) Systems Thinking (Senge, 2006).

This morning I explained Systems Thinking to a client who owns a small leadership development business using professional actors. This CEO was struggling to articulate the unique value of his company. And he needed to prepare for a big meeting with a prospective buyer tomorrow that could lead to 10x his previous revenue for 2016. I mentioned leverage, and the idea from Archimedes that “with a big enough lever one could change the world.” When he wanted examples, I described the applied systems thinking that Macdonald, Burk and Stewart (2006) implemented at entrenched mining companies in Australia. He remained confused. He needed to see a model. He wanted to find simple words to describe the cascading effects of organizational change, so I drew a model with concentric circles like a bulls-eye. The smallest ring was unlabeled, to represent the chaotic core of deep change, the next ring was individual, then team, then organizational, then societal. That model helped him to describe the levels of systems thinking at the prospect’s organization. He has the words and a model. He met the prospect and wrote an excellent proposal that solves their problems. Now I am looking forward to hearing if he closed the business.

 

This afternoon I met with a fellow board member of the Nashville, TN Association of Talent Development (ATD) chapter to plan 2016 activities. She leads Learning and Development at Bridgestone and I discussed Systems Thinking with her. She needs to replace an aging workforce, and has developed programs with the largest university in the state, MTSU, using values from their company and partnering with the US Naval Academy and the US Army at West Point. In short, they desire to teach essential leadership skills using their company values at a public university. Concurrently, Bridgestone needs to relocate 30-50% of their senior leaders from two other states to their new corporate headquarters in Nashville, without losing significant intellectual capital. She is excited and overwhelmed about the changes ahead for Bridgestone. We discussed ways to apply Senge’s (2996) model of a learning organization to those changes. She has the right words. And a mental model. But I do not know if she can develop a learning organization.

 

     Notice the pattern? We can have ready examples and academic references to share with others. But ideas are worthless without action.

 

     How about your organization?

 

     Does your business need to improve by applying systems thinking? If so call Doug Gray, PCC, today at 615.905.1892 or Contact Us Today!

 

What are you waiting for?

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References
MacDonald, I., Burke, C., & Stewart, K. (2006). Systems Leadership: Creating Positive Organizations. Hampshire, England: Gower.

Senge, P. M. (2006). The Fifth Discipline: the Art and Practice of the Learning Organization. Random House/Currency.

Why managers should manage, and coaches should coach

wrong way stop and take a uturn making a mistake turn back now bad direction graffiti on red brick wall, text and hand

In a recent article published by Forbes, Verne Harnish sloppily predicts that in 2016 the term “manager” should be discarded.  All companies should replace the role of manager with the role of “coach.”  What rubbish.  As evidence he cites only one example- that Zappos does so. Ignore this article because it is sloppy and inaccurate.  Why confuse the marketplace or denigrate both roles?

 

     Managers should manage; coaches should coach.

 

We need consistent terms for “managers” and “coaches” for at least these 3 reasons.

 

  1. Managers by definition need to maximize the productivity of others. Some hierarchy is mandatory, because the manager’s job requires writing a performance review and determining compensation. Read Peter Drucker, called the father of organizational development, on this point. The idea of maximizing productivity is as old as Diomedes. And as new as Marcus Buckingham. The role requires that managers work in private to coach others, but that skill of coaching should never replace the role of coaching. Perhaps the best model for describing the complex role of managers is Henry Mintzberg’s Managing (2011), which should be required reading for any serious managers, or any student of management theory and practice.
  1. Coaches, by definition, support others to achieve their personal and professional goals.  The agenda is defined by the client/leader, not by a coach or anyone else.  The process of coaching varies, from a competency approach defined by the International Coaching Federation  to a theoretical construct such as positive psychology (the best example is here).  In executive coaching, there is a validated need for both internal coaches who expedite the careers of HiPos, and external coaches who provide customized leadership development for senior leaders.  None of these coaches are managers.  However, managers are often tasked with coaching their direct reports. See point 1.
  1. Confusion abounds in many learning organizations, especially those that are dominated by fear. We do not need any sloppy terminology. Coaching was once an activity designed to remediate some undesirable behavior. Not any more. Coaching now is a targeted behavioral investment. For instance, I collaborate with internal leaders who provide succession planning data, performance reviews, 360 or personality assessments. As an external coach, my role is to accelerate the agenda of senior leaders. There is no better investment in top talent. Retention increases 18 months on average. For an example of the largest global provider of executive coaching, visit CoachSource. We provide scale for any-sized organization, in 45 countries, with over 1,000 expert executive coaches.   Results should define your investments, not any silly claims.

Bottom line: Avoid sloppy terms. Call managers what they are. Call coaches what they are. Invest in talent development.

 

To learn more, call Doug Gray, PCC, at 615-905-1892 or schedule your complimentary, confidential session here .

What are you waiting for?

 

If you care about physician/ nurse burnout, join this webinar on 12.18.15 at 10:00 CST

The holiday season is stressful for healthcare providers.  They need a hug.  They need some tactics.

Resilience can be taught, developed, and fostered at an individual and organizational level.

In this free webinar you will learn to:

 1) identify and assess burnout in yourself or others, 2) understand research trends in mental health, 3) increase your resilience, 4) treat burnout at an individual and organizational level.

You may know that physicians and nurses are at a greater risk of burnout than any other professionals.

 

Did you know that healthcare professionals experience burnout at a HIGHER LEVEL than any other professionals?

 

CEUs available upon request or here for members of PAHCOM.

When you register, you will receive the GoToMeeting link.  Please invite your colleagues.

Register for the free webinar here.

Or copy and paste this link:  https://www.eventbrite.com/e/how-to-diagnose-and-treat-physician-nurse-burnout-tickets-19816272003

 

 

Why organizational leadership theories fail…

Three managers walked into a bar last Friday during happy hour…

 

The first manager, Mr. PhD, said, “organizational change requires clear definitions of terms and adoption of a theoretical model for our success.” The second manager, Mr. Charisma, said, “That’s B.S. We just need common sense to get these people moving toward a common goal.” The third manager, Mr. Technical, said, “Until we adopt better IT and process deliverables we cannot achieve our intended outcomes.”

 

The bartender leaned forward and asked, “So, where do you three managers work?”

 

The implication is that these three perspectives represent three different organizations or work groups. But these perspectives represent three conflicting voices within one manager’s head. Or your head. Or my head. And we process these conflicting voices in a millisecond.

 

Whatever you think (your theoretical construct or mental model) determines how you interpret the world (external stimuli or stresses) and make decisions (internal adaptation).

 

You may turn to the bartender and say, “We all work on the same team at Company ABC.” And the wise bartender will ask, “How’s it going for you?”

 

There is a gap between those models with venn diagrams of Technology, Process, and People. Technology can be bought and sold, and used by competing organizations. Processes can be adopted or improved, and used by competing organizations. But the social capital from people determines the unique success of your organization. Or your failure.

 

That is why we provide the necessary theories and systems for managers to make sound decisions. Then we coach and consult people to make smarter decisions based on their expertise and judgment. Necessary and sufficient conditions.

 

Some coaching questions include:

  1. Do any of these perspectives sound familiar?
  2. What do you need, individually and at your organization?
  3. How are you investing in your top people?
  4. What can you do to retain your desired employees?

 

We know that 80% of your revenue and value comes from the top 15-20% of your employees.  If you do not invest in them today, then you will lose the tomorrow.

 

So what are you waiting for?  Call Doug Gray, PCC, today at 615.905.1892.  

We all need coaching at times.