Role of Coaching for Business
Materials prepared by: Svitlana Bochkivska, Olga Peretiatko, Ruslana Orlovska, Olga Shevchuk
Modern leadership lives a breakthrough moment. Old methods of management are losing efficiency, and with regard to new methods, there is not enough information, experience and, often, awareness and even desire.
If the leader has the goal not only to stay in the unstable business world, but also to achieve high results, to inspire his team for new accomplishments, he must feel changes, become more flexible, keep up with the times. It is extremely important to master new competencies for this. To this, more and more are urging the challenges of modern business.
Several years ago, the use of certain tools, models, etc. was relevant to the business. The realities of today are that business is saturated with the “instrumental” approach. It is tired of strict rules. Being in an innovative world, the world of technologies and models, being on constant communication almost 24/7, we forget that in such processes there is a lack of humanity, simple, at first sight, but effective communication in a specially created environment for this.
Today’s business becomes more human oriented, otherwise it will no longer be competitive. If you were previously targeting a client, using certain techniques, manipulations, etc., requirements are now changing and marketing strategies from b2b (business to business), b2c (business to customers) are rebuilt on h2h (human to human). Whatever b2b, on both sides are people with their desires, ambitions, needs, values and in search of their own meaning of life. And it is people who make decisions. One way or another, each of us ponders over these issues, is looking for opportunities to find and overcome the beliefs that are hindering their own choices, decisions, responsibilities, and the construction of a harmonious life. After all, those who are able to find a balance, for life will remain champions.
In order to create such a environment, to revive the processes that were recently performed by employees on an automation, a modern leader needs new skills and competencies – coaching skills.
Coaching helps a person to become happier, and happy employees = a successful company.
In addition, in a labor relationship comes a new generation – the millennials, having other values, another worldview, a different outlook. This is a generation of people who lay the foundations for change in which your children, the new generation Z, will live and work. The millennials grew during the period of active change (born in the period from 1983 to 2000), therefore their priorities and expectations differ considerably from previous generations and they can not managed by the old “proven” way.
Millennials – the largest population of the planet Earth from all generations. Forbes reports that in two years, 50% of the work force will be Millennials. And the way of millennials advanced in technology will completely change and have already changed not only the retail market, but also the labor market. People of this generation will require a completely different communication that is happening at the level of values, they will demand rewards “here and now” and will not wait “better times” or promise of future prospects. The main thing for them is “what will I get now?” and feel satisfied with the work. Being in constant search for values, the Millennials have become leaders of certain changes.
1. Millennials do not want to just work for a salary – they want to have a goal and feel the value of this work. For them, work should have content. They want to work for an organization with mission and vision. Previous generations did not necessarily look for meaning in the work. There were enough wages – their mission and goals were mostly focused on the family and the local community. For milenyana, monetary compensation is important and should be fair, but not a driver. The focus has shifted from wages to value and meaning.
Of course, we are talking about a situation where basic needs are met. Outside the satisfaction of these needs, there is no direct correlation between income level and level of happiness.
2. Millennials do not “jump” for pleasure (fan) at work – they want development. Most of the Millennials do not pay much attention to “coffee makers and tennis tables” and other pleasures that the company wants to deliver to the employee pleasure and comfort. According to research, all these bait-things are perceived as insignificant. Purpose and development – this is what truly “drives” this generation.
3. Millennials do not want to be led by bosses – they want a partnership relationship. The role of a classic boss – to command and control – goes back to the past. People want to have managers who are coaches for them, who value them both as people and as employees, and help them to understand and build their strong qualities.
4. Millennials do not want to have an annual evaluative review – they need constant communication. They require attention and respect. How do messengers communicate? Messengers, tweets, SMS, Skype are real-time communication and it’s continuous. It radically changes working relationships, as the millennials are accustomed to and have “in the blood” constant communication and feedback. Annual revisions do not work anymore.
5. “It’s not just my job – it’s my life.” One of the most important discoveries is that every person in the world wants a good job. This is especially true in relation to the Millennials. Today, the company’s employees ask “Does the company value my personal contribution?”, “Does the company give me the opportunity to do what I can do best every day?”. Because work for milenyana is part of life.
Particularly interesting is that all of these changes are characteristic not only for the Millennials, but in varying degrees for employees of companies of all ages. With the only difference that dissatisfied with the situation Millennial will go and will seek another job. Senior people will remain, but their involvement and, as a consequence, labor productivity will be very low.
The most dangerous category is devastating both for the organization and for the employee – is not actively involved or destructive. Involvement radically changes the quality of a product that an employee produces.
6. Millennials do not want to focus and “repair” the weaknesses – they are determined to develop strong. Many years of large-scale studies at the Gallup Institute have shown that weaknesses never turn into strengths, while strengths can be developed indefinitely. Probably, this is one of the most important discoveries in the field of human professional development. This does not mean that organizations should ignore the weaknesses. Rather, they need to minimize the weaknesses and maximize the strengths.
The company is a machine created from people. As we have already seen, tools for mechanical work are already ineffective, they require a lot of engagement. Methods from the past like whip and stick do not work, and, moreover, do not motivate already without that tired staff. Surprisingly, monetary motivation also does not produce the desired results. One can conclude that all the methods used in the past are ineffective under present conditions.
Why is this happening?
First, the manager needs to implement changes, starting with himself, to develop leadership skills.
As practice shows, few want to change in person, waiting for external results and not focusing on the internal qualities of the rider. On their own internal transformations, changing habits takes time. And the more we postpone decisions on our own development, the stronger will be the following challenges that one way or another will lead to a path to our own development.
Secondly, paying attention to their own changes, leadership skills that need to be improved, it is necessary to rebuild the relationship with the team.
Only under such conditions, the manager, his team and the company as a whole will go the way of recovery and with new breath will work in the newest conditions, stepping up with time.
Here’s a striking example of how Richard Lock of the Massachusetts Institute of Technology (MIT) has discovered that the approach used by Google to expand the boundaries of personal freedom works even in the clothing industry. He compared two Nike T-shirt factories in Mexico City.
At Factory A, workers were given more freedom by offering them help with production planning, teaming up and solving problems with tasks, and giving power to stop production when problems arise.
Factory B introduced a strict control, requiring that the workers carry out the assigned tasks, and imposed strict rules regarding the time and order of their execution. Lock found that workers in factory A worked almost twice as productively (150 shirts per day versus 80 in factory B) and received higher salaries, and the cost of one shirt was 40% lower (0.11 dollars vs. 0.18).
Very often we hear from middle managers that employees do not want to work, they need to be forced, supervised, further motivated, there is no involvement of employees in the work.
What can this testify about?
There are two conditions, or the manager does not pay attention to his subordinates, there is no feedback, there is no communication as such. The second option, the head tired and employees, feeling this tiredness subconsciously, broadcast its involvement in work, behave in the same way. Thus, the nature of a person is organized, which, when there are problems within the system, begin to “hurt” one after another workers.
The problems of linear executives in that TOP management does not broadcast what it has to broadcast, that is, linear executives have no answers to most of the questions they ask themselves and to which they can not answer their subordinates: Why do we do what do we do Why do you need more?
Imagine the weight, on one bowl, the head performs work on subordinates, on the other – 90% of working time – communication with subordinates. Which cup of scales outweighs in your case?
How does your company plan for the future, plan and set goals and manage progress?
So, if you want to enjoy life instead of professional burnout – this will help:
- the skills of a modern leader
- reproduction of team spirit
Coaching helps manage progress and responsibility by teaching staff to fulfill their responsibilities, assuming responsibility for the end result.
Let’s give an example of another story, dating from 2015 …
At the annual International Conference, where coaches from different countries have an opportunity to share their thoughts on social issues, share the experience of successful implementation of coaching projects in business, the history of the head of one of the airline’s departments involved in the transport of large-sized cargoes struck the following question: “It is known that all Aircraft crashes are always associated with a human factor. From time immemorial, “Debriefing” were conducted during aviation events in aviation * – discussion by pilots after the completion of the flight of their actions in. We can see that this term has its roots in aviation and is used by almost all the heads of companies, which in advance provides for strict communication with subordinates.
So, the head of the unit, and the same time the coach, changed the process of “Debriefing” by rebuilding the communication – freeing from responsibility for the mistake. The pilots created a safe environment in which they stopped afraid to share information about what happened and what happened. The pilots themselves began to report that there was a risk of error. Data collection made it possible to develop methods for assessing the risks of errors, methods for avoiding errors, etc. As a result, in a few years the airline did not have any air crash. And these were impressive changes that greatly influenced the company’s statistics.
You know that there are companies that have introduced a coaching approach and have received the Prix Award from the International Coach Federation (ICF). And here are the successful stories of some international companies.
AFCC (Automotive Fuel Cell Cooperation Corp.) won the International Prize in the Prism Award in 2017, with the introduction of an innovative coaching culture that directly impacted all employees of the company, from leader and managers to new employees, interns and even external suppliers. 50% of employees took part in formal coaching cooperation starting in 2013. Negotiations in the coaching approach are held every day at all levels of the organization, both in individual and team meetings.
80% of top managers and 50% of middle managers have completed 60 hours of special training in coaching skills.
Which company has metrics?
Leadership culture has improved by 161% over the period from 2014 to 2017, including:
- sincerity (authenticity) + 389%
- personal contact + 228%
- mindfulness” + 182%
- achieving goals + 167%
- system thinking + 151%
The staff turnover decreased by 48% in relation to 2012, which accordingly reduced the cost of 700 000 dollars annually.
Employees who took part in the coaching interaction noted that thanks to the coaching approach, colossal support was gained during the transition to leadership positions, the teams became stronger, and interpersonal skills improved both in the office environment and beyond.
More cases by the link: https://coachfederation.org/prism-award
Consequently, coaching leads to accelerating leadership development, improving teamwork, increasing employee engagement, productivity, and improving employee relationships, and which is very important in increasing their emotional intelligence. All these conditions, of course, affect the improvement of employees’ well-being.
What do we offer? How can coaching solve these problems?
Do you know that 11 competences of coaching are directly related to the competencies of a modern manager?
In our school you have the opportunity to master these competencies of the leader, you have the opportunity to feel “what is an effective team” and to recreate teambuilding skills at your workplace.