Holding other person’s agenda in designing actions (i):
Most participants failed to see how this competence could be implemented. The argument was that the Organisational objectives and systems would allow only certain limited ways to implement requisite actions. While there was the realisation that individual empowerment might necessitate certain flexibilities in allowing individual agenda, most respondents felt it would be impractical to hold and support such agendas, especially if they are significantly removed from accepted processes.
On an overall basis, it is found that discussion and support in use of Coaching methodology and concepts does enhance thinking and improved perception of several competencies. Especially there occurs better awareness of the EQ related skill set. There exists a clear difference in the feedback/scores of the workshop participants and the questionnaire respondents. It can be postulated that systematic and periodic exposure would lead to improved thinking and performance.
Section 5 : Conclusion
The study hypothesis that Coaching competencies can be beneficial in non-coaching environment if supported through periodic training, stands validated to a large extent. Use of in-house resources makes this initiative cost–effective. Following are the conclusions:
Many of the coaching core competencies are amenable for use in non-coaching environment.
(a) Planning & Goal setting
(b) Managing progress through accountability
(c) Creating trust and connection
(d) Enquiring and Learning attitude
(e) Acknowledging inner qualities & achievements
( f ) Empathetic and intuitive listening
Workshop and training interventions improve the awareness and applicability of some competencies viz. acknowledging and powerful listening.
In case of competencies like “Creating trust / connection” and “learning attitude”, it is possible to build up awareness and perceived importance through workshops and training. However, serious blocks exist in their application within organisations due to diverse reasons. It is however felt that with sustained support, application and improved performance thereof can be achieved.
Over-arching competencies in areas of “Planning, Goal setting and Managing through accountability” align with managerial perceptions and enjoy the highest level of perceived importance. They are thus less amenable for further improvement through Workshops.
Three of the ICF Competencies seem to attract low scores in non- coaching environment. These are “Creating awareness”, “Powerful questioning” and
“Holding the other person’s agenda”. Possible reasons are in the findings above.
Section 6: Recommendation
Organisations need to support leadership development through synergising personal attributes and business effectiveness. This can be achieved by improving awareness and efficacy of several Coaching competencies, specially the EQ related skill sets, through Workshops and allied training. Such an initiative has the potential to yield positive results in day to day non-coaching situations towards better performance.
Section 7: Study limitations
As indicated above the study is limited to a small sample size. Further, the workshop participants were from a single corporate group and this could skew the results depending on influencers like organisational culture, leadership perspective and internal systems. Respondents to the questionnaire similarly were selected from “known” individuals from “known” organisations from a mix of countries. The basis for selection was solely to elicit a response rather than use of a sampling technique. More importantly, the “know
each other” factor both for the Workshop and external survey could lead to suppression of frank and neutral feedback. All these aspects are liable to introduce a bias and associated error in the findings.
The author recommends a more representative study encompassing a larger sample size of individuals from multiple and discrete organisations over larger geographical territories and markets. Further, the study should allow for a series of workshops (3 to 5) for each of the participants to allow deepening of learning, reflection and greater accountability and ownership.
It would be further worthwhile to undertake a cost-benefit and time line analysis to compare the proposed initiative of implementing coaching competencies within the overall organisational non- coaching environment versus formal coaching intervention for managers on a more selective basis.
Bibliography and References:
1. Axelrod, Steven (Nov. 2006) The essential core of Executive Coaching. Axelrod Consulting,
2 Chartered Institute of Personnel and Development,UK(2009).Performance Management in action.
3. Hirschhorn, L. (1990). The Workplace Within: Psychodynamics of Organizational Life. Cambridge, MA: MIT Press.
4. McGovern, J., Lindemann, M., Vergara, M., Murphy, S., Barker, L, & Warrenfeltz, R. (2001) Maximizing the impact of executive coaching: Behavioral change, organizational outcomes, and return on investment. The Manchester Review.
5. Webb, Peter, (Feb. 2006). The Impact of Executive Coaching on Leadership Effectiveness. Intentional Training Concepts Pty Ltd.
Workshop Details and Sequencing
The author conceptualized the structure to build awareness and ‘move’ the participants from known Management concepts and competencies, their familiar terrain of strengths and behaviours to a ‘not so familiar’ zone of alternative competencies and changed behaviour patterns. The workshops further invited the participants to apply these in the workplace.