Coaching as the Fundamental Relationship
Many organizational relationships are based on one or more of the following:
- A hierarchical reporting structure, concentrating power and status with positions at the top of the organization.
- The people with the most ownership or who drive the highest revenue have the most power.
- Who you know or your name is more important than your skills, knowledge or performance.
- Inside knowledge is power.
- Suspicion and mistrust.
- CYA and blaming others.
- Low level of integrity and accountability.
If any of these make up a piece of your corporate culture, you can be sure that there is a negative impact on effectiveness.
But if that’s not just the way things are, what’s the alternative? A culture of coaching thwarts or at least diminishes all of the above symptoms.
Future
- The source for a coaching culture starts and depends on the CEO/President.
- The receptivity to this approach and the skills to pull it off will vary widely among top leaders.
- Nevertheless, even in the presence of severe skepticism, it is possible for the organizational leader to prove through his and his manager’s experience quickly improved team morale and performance.
- Across a broad range of client experience, we have witnessed time and time again, remarkable shifts in effectiveness as a direct result of executives coming to realize that their principal role to be a “Servant Leader.”
- A Servant Leader declares the vision for the future, establishes the core values and code of conduct, holds people accountable and provides resources to the team.
- Caution: this approach requires courage, humility, a strong will and morale compass, joy in helping others win and to give, not covet, power.
The PMP Approach:
We have a methodical, systematic program that unfolds over several months to support leaders in generating new ways of looking at their role in the organization and strengthening their culture. We guarantee it.
