Coaching for behavorial change

Abstract

s leaders we always preach A teamwork, but we often excuse ourselves from its practiceand even more often fail to hold people in our organizations accountable for living this value.This inconsistency invites corporate cynicism, undermines credibility, and can sap organizations of their vitality The failure to uphold espoused values in general-and teamwork in particular-is one of the biggest fiustrations in the workplace. In our research, involving thousands of participants at more than 30 large companies, employees rated their manager's ability to "effectively deal with individuals whose behavior undermines teamwork" dead last among 92 elements of effective leadershp.

What Could an Executive Coach Do for an Association Football Manager?

“…In my experience, one of the most powerful frameworks -as well as practical coaching tools -for addressing the necessary and sufficient conditions for change and development to occur is the "Development Pipeline" [5]. It differs from procedural approaches, such as Goldsmith's [6] eight-step behavioral coaching process, in that it: …addresses constraints and challenges to the participant's learning as they are identified rather than following a predetermined set of steps. Such constraintbased approaches lead to a customized and differentiated coaching process for each participant.…”

“…Alternatively, consider the case of the reluctant manager who doesn't see the value in development. As Goldsmith [6] writes, "Behavioral coaching will only work if the manager you are coaching is willing to make the needed commitment." Where might this individual's development be most constrained?…”

Alignment coaching [a broader perspective on business coaching]

“…W e propose three forms of coaching that can be of great value to many managers of performance improvement undertakings: performance coaching, executive coaching, and alignment coaching. Given that the first two forms of coaching have been described in many other publications (see for example, Goldsmith, 2000;Hersey & Chevalier, 2000;Goss, 1996;Johnson, 2000;O'Neill, 2000), we will attend in particular to the third form. We will also propose ways in which it relates to both of the other forms of coaching.…”

“…When it comes to leadership and executive performance, we can identify accountable results that aren't achieved and the behavioral performances and decisions that are missing or insufficient. We can select performance coaching (Bergquist, 2001;Goldsmith, 2000;Whitmore, 1996) or executive coaching (Bergquist, Merritt, & Phillips, 2003;Freas, 2000;Goss, 1996;Ludeman & Erlandson, 2004) as interventions to alter the direction and velocity (and even mood) of an executive's performance.…”