工具教練通達


 
Coaching in
Turbulent Times
由Teo Jin Lee提供

In today’s environment characterized by
caution about the economic outlook and uncertainty of how long and how deep this
crisis will be, organizations are bracing themselves to ride it out with less
headcount but still expecting the same or greater top line growth and returns.
(Do more with less.) A tall order when you think about it, and the picture gets
even gloomier when we see pay and incentives pulled back with further
belt-tightening measures.

The crux of the organizational dilemma is
that while there is a need for increasing productivity, employees are
potentially growing unmotivated, disengaged and uncommitted, and since there is
no guarantee that their livelihoods are assured, fearing the worst for their
工作。

So what can be done under these troubling
circumstances? What can organizations do to develop an environment where people
feel motivated, engaged and committed even during these critical
times?

Having worked with numerous organizations
in the region, I have found that the resilience of an organization, especially
in tough times, is reflected in its leadership.

The primary explanation when people leave
an organization has often been that they are not leaving the company but leaving
their bosses.

關鍵是要建立一個 文化
教練
. While not a panacea for all ills within an organization, it
is critical for helping organizations deal with the dilemma of
increasing productivity with less headcount and less
獎勵
. Take a look at the study conducted by Manchester Inc.
Florida, USA about the benefits of coaching, which included 100 executives from
Fortune 1000 companies and measured the improvements coaching reaped for these
組織。

Improvements to the
公司:

改進
executive performance:

•生產力(53%)
Working relationships with direct
reports (77%)
•質量(48%)
Working relationships with
immediate supervisors (71%)
• Organizational strength
(48%)
合作
(67%)
•客戶服務(39%)
Working relationship with peers
(63%)
• Reducing customer complaints
(34%)
Job satisfaction
(61%)
• Retention of executives who
received coaching (32%)
解決衝突
(52%)
•成本降低(23%)
組織承諾(44%)
• Bottom-line profitability
(22%)
 

Creating the environment for
教練

Coaching has to survive within the
opportunities and boundaries created by an organization’s
文化 (values, norms). In order to achieve excellent
performance and the desired business results, the coach must work with the
適當 文化 和組織 語境
(戰略,結構,系統)來實現 承諾
(動機)和 權限 (development and
application of knowledge and skills) from the clients.

The degree to which coaches can succeed in
communicating organizational context and culture and gaining competence from
people will be greatly determined by how successfully the coach can build
信任關係.

Acquiring the right skill set – a
案例研究

Justin, a manager in a multi-national
organization, has been coaching his team for a few years, but he has never been
able to measure his effectiveness as a coach or see what his gaps were as a
coach. By leveraging the highest global standards of Coaching
掌握度® 來自國際教練協會®
(IAC)
, he has been able to consciously assess himself as he carries out
his coaching conversations with his employees. In tough times, as managers we
have considerable less time to carry out quality conversations with employees.
For Justin, with knowledge of the Coaching Masteries™, he has been able to first
connect with who he is as a coach and then be able to draw out the potential
from his employees and deliver the results.

建立一個可銷售的技能

In difficult times, how do we create
incentive for employees to build and enhance their coaching skills so we can
continue to build a coaching culture within the organization? Providing
marketable skills through a global certification process from the
教練的國際協會® (IAC)
提供
leaders with a progressive growth and benchmarking of their coaching practice.

總結

In an environment where organizations are
trying to do more with less, how do we motivate, engage and commit our people to
increase productivity and continued growth?

  1. Create a culture that supports
    的黃金標準。
  2. Encourage the development of coaching
    skills that are based on the highest global standards like the IAC Coaching
    掌握度®.
  3. Provide the foundation for building
    marketable coaching skills for leaders that is based on a global certifying body
    like IAC.

 

 

張志賢進利 is the Founding President of SCIAC and the
Managing Director of SMG Training Systems, a licensed school of IAC Coaching
掌握度®. Jin Lee has been coaching, training and consulting with
leaders across the Asia Pacific region for over 20 years. She has coached
executives through key transformational and change initiatives, epitomized by
the turbulent times today. For more information contact enquiry@smgts.biz.