WORKFORCE, TRAINING & LEADERSHIP
Four top tips on driving performance through ‘organisational coaching’
Organisations around the world are increasingly benefiting from implementing ‘organisational coaching’, where the emphasis is on improving business systems not just staff performance. Amanda Harrington, an expert in coaching at Loughborough University gives her top tips on how NHS organisations could benefit.
‘O
rganisational coaching’ is a new, dynamic coaching framework that is
proving popular with all sorts of organisations, primarily as it focuses on creating growth. Building on business coaching methodologies from the last decade, the central principle is that if staff are empowered to drive their own success in line with the long-term ambitions of the organisation – and, crucially, understand that they will be held accountable to delivering on it – then the organisation is more likely to grow and be successful.
It’s about looking at business systems and processes, not just individual performance levels. So how do you do it? Here are four top tips.
1. Goal-setting
Establish a shared understanding of what the organisation’s goals are, as well as what the individual’s goals are. With expert coaches, these goals aren’t in conflict. Indeed, both are necessary.
2. Reflexivity
At its best, coaching develops our self- awareness – of ourselves as individuals, team members and organisation members. Reflection can also increase our awareness of processes, taking different perspectives of what works, what doesn’t work and why. A coaching- friendly organisation has, within its processes, opportunities for reflection on projects, contracts, health and safety, etc. That reflection avoids attributing errors to individuals, when errors were the result of a procedure or system. It builds openness and readiness to reflect less emotionally on what has contributed to both
success and failure. Within organisational coaching, any individual coaching session is conducted within the context of the organisation and the organisation’s goals.
3. Assessment of who will benefit from coaching
Often an external coach is brought in because the line manager has been unable to get the performance they need from an individual. All too often, that external coach is expected to coach the (perceived) ‘underperformer’. However, this may not be the most effective focus.
Within an organisational coaching framework, the coach explores the context for that underperformance. There may be wider organisational issues, such as the inadequate application of a performance management system, unclear goals, or too little time given to the line managers to manage their teams.
Given these wider issues, the question has to be asked: where is coaching time best invested? Sometimes the same manager may repeatedly ask an external coach to coach their underperformers. This is an indication that it is that manager, or indeed their own manager, that might usefully benefit from coaching.
4. Feedback
In executive coaching, 360-degree feedback is a widely used tool, focusing on individual behaviours. In organisational coaching, each individual learns to think about wider connections, systems and procedures. Indeed, feedback plays a recognised role in learning about any business. To increase that learning,
agree with a team and with each individual what observations they would value from you as their manager, peer or even direct report.
Let them ask you to pay attention to particular aspects of their work environment, behaviour and performance. At an organisational level, use feedback from many quarters to learn what works and doesn’t work about coaching – most importantly about the context within which coaching appears to be a helpful tool.
Business growth requires attention to processes and systems. Organisational coaching helps build the capability to do so.
The best way to improve organisational performance is to invest in your staff. And this means your managerial staff too. Equipping managers with the capabilities to lead can transform your organisation.
About the author
Amanda Harrington is associate lecturer in human resource management and
organisational behaviour at Loughborough University.
FOR MORE INFORMATION
Loughborough University offers a Diploma and MSc programme in Management and Leadership: W:
www.lboro.ac.uk/management It also offers an AMBA-accredited MBA and the IoD Company Direction programme for more senior managers and directors: W:
www.lboro.ac.uk/mba W:
www.lboro.ac.uk/iod
national health executive Sep/Oct 14 | 25 Amanda Harrington
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104