Coaching
department, division or the whole business can assess when making decisions.
Is creativity encouraged to think outside the box when developing strategies or tactics? Though models are followed in coaching, it is a dynamic process that requires room to maneuver and change direction, depending upon how a problem or development area evolves.
Unless a range of solutions are possible, outcomes from coaching will always be similar. Flexibility and creativity are vital in a business for coaching to be successful.
W – Ways Forward
The most successful businesses are the ones who can evolve with markets, consumer needs and a changing environment. The way they can do that is a distribution of authority, creating the ability to make decisions throughout the organization rather than having to follow a hierarchical structure or laborious decision-making process.
In order to decide a way forward within coaching sessions, an individual needs a sense of ownership and accountability within their role and indeed their lives.
Bureaucratic or process-oriented businesses were very successful in the industrial age. However, throughout the service age and moving into the online age, individuals cannot be “babysat” within their roles by their line manager. They require guidance, but space to both make decisions and make mistakes. Are you able to do this without repercussions in your business? If not, then maybe you are not ready to introduce coaching.
Conclusion
Coaching is not just another “tool” that you can merely introduce into your virtual organizational toolkit. It is not just another “process” that managers can follow to get more out of their team members. Coaching is an “initiator of culture change” within a business. But it also requires a number of existing cultural foundations to be in place in order for it to be successful.
Chris Jones has worked in the learning & development space for 15 years, at all levels within a number of customer-oriented businesses. He has led L&D functions across the UK, European, Asia-Pacific and MENA regions, as well as holding roles as an independent consultant for world class automotive and FMCG organisations. He currently heads up the L&D function for Home Centre, a large concept within the Landmark Group spanning ten countries. He is also a tutor on the MBA at Durham Business School, UK.