Coaching for alignment. Salome van Coller-Peter
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Transcript of Coaching for alignment. Salome van Coller-Peter
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COACHING FOR ALIGNMENT
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COACHING FOR ALIGNMENT
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is a source of competitive advantage for the organisation” Hopkins et al. (2005: 2-3)
It influences an organisation’s business conduct in the sense that it drives
behaviour towards customers, both internally and externally
Corporate culture
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Companies gain STRENGTH and PROSPERITY when their employees have upheld “shared values” Deal and Kennedy’s (1982: 22)
Values become shared when reinforced, especially by the managers of the organisation
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Pennington (2006) makes a compelling case for leaders to choose an organisational culture which engages all stakeholders in the company’s mission.
Resulting benefits revolve around effective partnerships and teams, and a focus on what is
good and not what comes easy.
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need recognition, and when made to feel good, tend to repeat this behaviour, thus reinforcing the resulting culture.
lead to a preferred way of doing and being which ultimately results in a definite culture.
Shared values
Corporate experience taught me……
recognises and reinforces certain behaviours in similar ways to conditioning.
A strong culture
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Shared values facilitate a process whereby individuals feel they can contribute to the vision of the organisation. Bellingham (2001: 18)
Values inform strategy
and establish purpose.
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The translation of VALUES into
behaviour
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It describes a value as “a code of behaviour, belief, or
material element that you intrinsically adopt or hold important”
and suggests that it makes leadership sense to agree a set of behaviours which result in capturing of team energy
because of the human tendency to value what people need and believe in. XenerGie.
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Values of an OrganisationDeal and Kennedy (1982: 21)
“the essence of a company’s philosophy for achieving success, is
providing a common sense of direction for all employees and guidelines for their day-to-day behaviour”.
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there has to be agreement by all leaders in the organisation as to the behaviours which would underpin the chosen core values, if they are to be expected to support these openly and willingly.
Change in behaviour, rather than a change in thinking, as the priority
Tony Manning
Research showed
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It’s about who you are, the values that that you pass on to the next level of leaders/managers to ensure alignment in behaviour
It’s about who you are, the values that you endorse as a leader, and
the embodiment of those values that you pass on to the next level of managers to ensure alignment in behaviour.
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Aligning sub-cultures and their values
Hopkins et al. (2005)
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integrate the cultures of six different business units to achieve alignment
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Significant Personal Learning
Phenomenology appropriate Culture does facilitate strategyContinuous reminders of role ensures focusContracting facilitates direction and resultsCoaching in one’s mother tongue - preferable
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Significant learning – Other coaches
The value of a combined group/individual coaching approach
A process for reaching agreement within a group of leaders re their preferred organisational culture
The importance of contractingRoles/Responsibilities/Confidentiality
The value of financial and other support
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TEAM COACHINGTEAM FACILITATION
TEAM FACILITATION VERSUS TEAM COACHING
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Why team coaching followed by Individual coaching?
Transformation
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ORGANIZATION TRANSFORMATION
because people are best able to change when they receive positive reinforcement from the primary institutions in their lives: their families, schools and work-lives.
PERSONAL TRANSFORMATION
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Values are priorities that tell you how to spend your time,
right here, right now. Pavlina (2007: 1)
“the main benefit of knowing your values is that you gain tremendous clarity and focus”, and this facilitates
consistency in decision making and commitment to action.
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Personal experience …
“discovery and reflection upon personal values” is best achieved through a trusting
one-on-one relationship, since values represent a person’s innermost being, forming the basis of all beliefs and directing the individual’s behaviour.
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The Thinking Environment as “a way life and work and love and everything human was meant to me” Kline’s
(1999: 19)
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