Coaching
traumatic times and their future is at risk.
The non-directive approach also has its place in driving signifi cant change with minimal risk. This approach respects confi dentiality and the non-disclosure of sensitive business issues that the executive is tasked with managing. Personally, I believe the non-directive approach has more impact because it protects the client and the business. The ultimate extreme of non- directive coaching – in which the coach has no specifi city of the issues but through a thorough coaching technique – can provide the right questions and enable the client to address and implement options, without disclosing the nature and details of the issues. This is an area for rapid future expansion in executive coaching, when the client cannot reveal the content of the issues they have to work upon because of business confi dentiality such as: • Acquisition of another business when disclosure could affect share prices of both companies. Disclosure of information at this crucial time may also force a hostile bid and reduce business confi dence in operational and strategic performance the new entity;
• When a profi ts’ warning is imminent or the business is under threat from competitors; • When long-standing, existing and potential new clients are threatening to migrate and place business elsewhere;
• When a public disclosure may put the future of the business and its people at risk; • When organisational change is the only option, requiring rapid restructuring or reorganisation of resources.
The reality of these situations is evident every day, transmitted through the media. Change in 2012+ is accelerating at a rate with which many organisations cannot cope – yet still they fail to take effective coaching seriously.
In these circumstances, the demands on business leaders may be so intense that only a confi dante outside the organisation can provide the objective support necessary to enable them to confront the realities of business change.
Summary
Coaching is about helping others learn how to enable exceptional performance in diffi cult times. What is guaranteed is that 2012 and beyond is going to be diffi cult for most organisations – the time for action is now. Sometimes, I am asked: “Is there a right time to start top team and executive coaching?” My usual response is: “Start sooner.”
In this article I have tried to demonstrate that effective coaching is a critical skill that will deliver organisational results. However, effective coaching – taking people beyond their current abilities – requires somebody of exceptional experience and skills and carries enormous responsibility.
This becomes even more important when coaches work with senior people whose actions and decisions do affect the lives of many others. Finally, as coaches we must ensure that before we enable others to learn, we ourselves are confi dent of moving outside our own comfort zone to ensure that the service we provide to our clients is truly exceptional.
That is the best ROI that any coach can deliver.
ABOUT THE AUTHOR
Philip E Atkinson is a consultant and coach specialising in strategic, behavioural and cultural change. He is a member of various training consortia and has recently focused on creating innovative business simulations through Learning Strategies. He consults in the UK, Europe and USA, has written seven business books and published many articles. He is a speaker at conferences and runs workshop sessions for leading companies. Philip can be contacted on +44 (0) 0131 346 1276 or 07779 799286, email
philip@philipatkinson.com or visit www.
philipatkinson.com.
Management Services Spring 2012
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What is guaranteed is that 2012 and beyond is going to be diffi cult for most organisations – the time for action is now
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