Effective adoption of new strategies in any organization requires coaching to all staff members. Coaching is important because it drives the sense of purpose into the targeted individuals--making it easier to deal with change in an organization. The coaching approach that is used is vital in determining the outcome of the whole exercise. Coaching looks into the existing working environment and relationships and utilizes the best approaches to better them.
Definition of Coaching
Coaching refers to leading others. It provides teams and individuals the opportunity to enhance their abilities, to widen their scope of skills using a result-oriented process that rely on member relationships, interpersonal awareness and shared experiences. Coaching is customized to meet the organization’s objectives and goals. It offers organization professionals the opportunity to coordinate and collaborate intimately and expand their ability to think creatively when addressing complex issues (Anderson, Frankovelgia, & Hernez-Broome, 2009).
Creating Coaching Cultures: What Business Leaders Expect and Strategies to Get There adress the current scope of coaching. Coaching is believed to develop workers and managing performance, it increases knowledge sharing and utilization, enhances participative and open decision making and prioritizes learning and development. The expectations of the impact of coaching however, still surpass its achievement (Anderson, Frankovelgia, & Hernez-Broome, 2009).
The CCLLeader Development Roadmap addresses how to transform the potential business leadership in organizations. It looks into how to swiftly drive results by harmonizing business strategy and business goals. It highlights how to improve the business environment for leadership and how to get the best out of the workforce. It gives guidelines on how to approach different leadership challenges in all cadres and approaches to good coaching (Center for Creative Leadership, 2010).
A Review of Governance and Strategic Leadership in English Further Education reviews governance and strategic leadership in further education, issues affecting governance and strategic leadership, current and future challenges facing governance and leadership and how to address them. It also looks into variations in approaches to implications of changes on organizations (Schofield, Matthews, & Shaw, 2009).
What’s Next for Leadership? 5 Big Ideas amplifies the importance of coaching by stating that leaders stressing that leaders are made –not born. Leaders can be molded to conform to any challenge. It recognizes that leaders’ minds are preoccupied with transforming insights into practical application at work and that through coaching, this can be achieved. It also addresses the impact of coaching on; organizations and individuals(Center of Creative Leadership, 2012).
Coaching is powerful in the development of leaders and difficult to effectively evaluate whether coaching efforts yield for the intended purpose. Coaching is implemented in different ways in different organizations. The difficulty in evaluation of the impact of coaching is a result of lack of units for measuring the impact of coaching, inconsistent standards of coaching. CCL is aiming to draft a tool that can be used to effectively evaluate coaching focusing on goal-setting, 360- degree assessment and feedback. To maximize the benefits of coaching, it is imperative that business challenges that can be solved by coaching are identified (Center of Creative Leadership, 2012).
Change of business strategy can lead to failure. The implications of intended change should be assessed from various points of view to ensure a successful implementation. These points include ‘new professionalism’ (coaching). Sharing of ideas and experiences among staff is encouraged (Schofield, Matthews, & Shaw, 2009). For top managers in an organization, implementation of change requires them to lead themselves into embracing the change, lead others, lead managers, lead the functions and lead the organization (Center for Creative Leadership, 2010).
Leading self is challenging in that it demands one to prepare for the leadership role, increase personal effectiveness and performance and formulate a common leadership language in the organization. Leading others demand that the leader adopt a coaching approach, requires the leader to transform from an individual performer to a team leader, build working relationships that make work possible, be efficient in problem solving and conflict resolution. Leading managers require integration of cross functional perspectives in decision and selection of leaders based on performance these require coaching to be achieved. Setting of vision and long term and short term objectives of the organization are the functions a leader will have to overcome their challenges to set the direction of action an organization is to take (Center for Creative Leadership, 2010).
Coaching is an expensive undertaking that many organizations engage in today. To make it sustainable, it is crucial that the best practices that can lead to its effectiveness are identified and utilized to realize a productive coaching relationship. By correctly matching coaches to individual employees, organizations stand a better chance of reaping big from coaching. Another important aspect of coaching to understand when planning to undertake coaching is; the factors that impact its success at different levels of leadership and cultures. Factors such as returns of coaching to business are not clear making it challenging to quantify its impact the current approaches are viewed as ineffective when it comes to outcomes. Most organizations do not allocate time for employee coaching making the exercise difficult. Employee accountability through linking coaching to outcomes should be stressed after they undergo coaching. The growth of coaching is expected to continue to address its current challenges (Center of Creative Leadership, 2012).
Changing the culture of an organization is not an easy task and it requires leaders who can handle coaching in different ways to realize a positive outcome. One approach to realizing a total shift in an organization’s culture is by choosing the right people as staff and investing in their development and presenting them as the role models of new culture. Linking coaching outcome to business goals enhances the impact of coaching among staff. When the value of coaching is reinforced organization’s staff takes coaching activities seriously. Recognizing and rewarding of behavior change is crucial in the transformation of organizations culture. Institutionalizing change is imperative to its sustainability. Coaching approaches and behavior should be integrated with usual activities to make them part of the natural process in an organization. Corporate leaders identified talent management, learning and development and job competency models as some of the areas that can assist in absorption of coaching approaches into an organization’s culture (Anderson, Frankovelgia, & Hernez-Broome, 2009).
Currently, coaching strongly emphasizes individual coaching rather than team and group coaching. A large proportion of corporate leaders believe that coaching is vital in their daily undertakings. Coaching is believed to contribute greatly to managing new strategies. It increases the engagement of employees, and job satisfaction. It also boosts morale of workers.it increases collaboration within staff members. Coaching contributes positively to the strength of leadership and many believe it enhances chances of an organization to retain its best workers. It improves working relationships and increases a sense of togetherness among employees. It increases the chance of an organization to adapt to change (Anderson, Frankovelgia, & Hernez-Broome, 2009).
In conclusion, coaching is a dynamic aspect of business and its management still lags behind the expectations. It requires right individuals to undergo complete transformation. Coaching culture is highly regarded by corporate leaders who have a feeling that its effectiveness can be enhanced through adjustments in the approaches that are used currently. The adjustments are expected to address the leadership gap that exists between the expectations of coaching and its achievements.
Anderson, M. C., Frankovelgia, C., & Hernez-Broome, G. (2009). Creating Coaching Cultures: What Business Leaders Expect and Strategies to Get There. Center for Creative Leadership.
Center for Creative Leadership. (2010). CCL Leader Development Network. Center for Creative Leadership.
Center of Creative Leadership. (2012). What's Next for Leadership?: 5 Big Ideas. Center for Creative Leadership.
Schofield, A., Matthews, J., & Shaw, S. (2009). A Review of Governance and Strategic Leadership in English Further Education. Published by the Learning and Skills Improvement Service (LSIS).