The Effect of Coaching on Leadership Awareness and Responsibility

Research Paper by Kelly Franko

Contents:
1. Coaching Organizations 2. Strategies 3. Leadership Awareness vs. Responsibility: A Case Study 4. Conclusion

Coaching Organizations
Todays leaders face multi-dimensional challenges. Even a locally owned small business feels the impact of the global economy. Generational divides keep leaders busy trying to find ways to meet employee needs. Staying on top of the game requires more self awareness than ever before as a leader. Gone are the days of managers dictating to employees and shouting out orders. Employees expect and appreciate involvement in business direction and dialogue. Leaving them out of an organizations vision can create dissonance resulting in a lack of commitment to the organization. It also sets an organization up for frequent turn over which brings with it the high costs involved with onboarding and existing employees as well as those costs associated with background checks and training of new employees. Shouldering so many responsibilities, leadership can become a daunting task. Energy levels, creativity and personal growth give way to attending to the daily whirlwind of operating. Coaching in the business environment has erupted as a means through which leaders can find the support and growth partner needed to become what they desire to be. Offering an outlet for discussion of goals, challenges, and opportunities, coaching can move leaders and their organizations forward. Realizing the value that coaching brings to a business, savvy leaders will create a coaching environment through which all managers can aspire. Organizations that seek to develop individuals in leadership positions experience company culture that attracts employees and customers alike. And, company culture can be a great competitive advantage. When seeking a return on investment (ROI), an investment in coaching will not appear on a budget statement in the form of a profit. The ROI will be seen in employee productivity and engagement. These are two areas many businesses struggle to effectively manage. Coaching produces both as an end result, therefore generating revenue and profit for the company.

Organizations and their cultures are immensely diverse. This diversity provides fertile ground for coaching to take root. No two companies will have the same people, mindset, culture, policies, etc. These differences will always allow for different coaches with different methodologies to create different yet positive outcomes for a given organization. While the challenges the company may face will be of a wide variety, many of the same coaching strategies and tools will prove to be successful when implemented in the manner necessary for that particular business. The size of an organization will also be a variable in the implementation of coaching. Smaller organizations may be able to experience a change more quickly than a larger one since there are not as many levels to get through. However, the commitment to the change will be the bigger determining factor regardless of the organizations size. If the top leaders of the company demonstrate an unwavering commitment to the change, the ability to garnish support throughout the organization will happen more quickly. When leaders are not committed to a change themselves, this will create fluctuating levels of change in the organization.

Coaching Strategies
The coaching culture is becoming more wide spread and known to many organizations. As business and leadership coaching continues to grow as a niche market, its value gains more awareness throughout the business world. More and more information on the value and benefits of coaching is available every day. Coaching strategies and tools are more readily available and more in tune with the needs of an organization.
There are many factors that many impede a business from succeeding. These factors can be internal or external. As mentioned before, employee performance can be directly linked to the style of leadership they experience. Employees may lose interest and begin to perform at a lower level, thus having a direct impact on company. When business coaching models are introduced and work towards leadership development and improving employee performance begins, an overall improvement in company performance can be seen. Many coaching models exist today that are able to implemented into a business environment. Several of these models are outlined below.

Traditional coaching models

The Traditional Coaching model focuses on how to do a job and ways to do it better. Many feel that this model is outdated and does not focus on individual strengths and positives. Negative feelings may result due to the assumption that something is currently being done wrong and needs to be fixed. This model can set an organization up for failure because there is coercion employed by the coach. This discourages members from performing well.

Behavioral Coaching Model

In this model, business coaching approaches methods based on behavioral science; beliefs, values, personal development, attitude, motivational levels, emotions, and social learning are elements considered in this model in addition to organizational dynamics.

The role of a coach is to look at the behavior as it relates to change. The linking of a developmental plan will require use of various behavior changing strategies. For any organization, the most appropriate coaching model will utilize aspects of both of these models. Coaching models will need to review the given circumstances that exist within the organization since a single model will not fit all situations. Four commonly used coaching models

Stages of change / Trans-theoretical model

Interventions in this model acknowledge the presence of an ongoing cyclical process. Five discrete stages are identified: Pre-Contemplation, Contemplation, Preparation, Action and Maintenance.

Social Cognitive Theory/Social Learning Theory

This theory is based more on psychological aspects providing an emphasis on the behavior of the individual. This model states that human behavior is determined by three factors: dynamic, reciprocal interaction of personal factors, behavior and the environment.

Theory of Reasoned Action / Theory of Planned Behavior

This theory provides a focus on predicting and understanding individual motivational influences that

impact behavior. It is believed that these influences are not under the control of the individual, and it works to identify strategies for changing behavior.

Solution Focused Theory

Also known as the Competency Based Theory, this model seeks to collect and discuss non-problematic data to solve a problem. Many additional models exist that encompass some or all of the four models presented here. Professional business and leadership coaches will implement a strategy utilizing a combination of models that will best reach the goals for an organization. Knowing the models that exist and drawing from the value of each will provide solid foundations for coaching within the business environment.

Leadership Awareness vs. Responsibility: A Case Study

Background November, 2008. ABC Medical set out to reinvent the companys culture. Many changes had occurred within the organization, and chaos continued to reign. The recently exited General Manager/ VP had been married to the daughter of the companys owner. A dramatic divorce was played out very publically inside the organization leaving many feeling overwhelmed and too involved in the personal side of the business. The daughter was now the General Manager/ VP and was determined to rid the organization of the processes through which her ex-husband had established. In doing so, the employees were interrogated to determine their level of loyalty to the company and its new leader. These tactics quickly left many with feelings of uncertainty and fear. All employees were told they had to sign new employment contracts which included non-compete clauses regardless of the position that was held. Many employees left the organization, and those that remained performed under fear of losing their job. The negative, non-productive culture that remained was of concern to the new leadership team. Current Situation The transitional state of the organization was an opportune time to begin the coaching process. Leadership was not an area of strength for the new GM. She had a clinical background, and had not been in a position of supervising others. Now, she faced leading an organization of 180 employees into a new direction. Her dictatorial style she had embarked with was not working for her, and it had already alienated many of the employees. She had believed that her actions would prove to the

employees that she was competent to lead the organization and help them to trust her. Instead, a very negative and fear driven culture emerged. The outside sales team was suffering its own digression. Having experienced three sales managers in two years, they were left to develop their own plans and monitor their own actions. For most of them, this led to apathy. They were not making any sales calls, and may were staying home. Their behaviors were not hidden but flaunted by the sales team themselves causing much dissention with the organization. Having learned of coaching through a training seminar, the General Manager (GM) decided to employ a business coach to help her align the business culture with what her vision for the company was. The goals were identified as: 1) Re-alignment of the companys culture to reflect its core values; 2) Improve the effectiveness of the outside sales team; 3) Establish coaching as the style of management for leaders within the organization. Coaching Introduction The beginning steps to formulating a coaching approach was to work only with the GM. Ongoing interviews were conducted with her to obtain a better understanding of where she was coming from and where she wanted to go. She possessed limited self-awareness relating to how she had created the current culture and placed blame on the employees stating that they were not good employees. She believed that it was the wrong doing of the employees that had created the current culture; not her dictatorial methods. An employee survey was developed and administered as a tool for understanding their beliefs. Once completed, the information was categorized into manageable buckets. Each bucket represented and element requiring change. Coaching methods utilized with the GM focused on identifying each element, prioritizing it according to the goals she had outlined, and uncovering the impact each had or may have on the organization. The goal of each coaching session with the GM was the incremental awareness of her role in the existing culture and her role in moving into her desired culture.

Interviews were conducted with employees to gain knowledge and experience in an effort to create a positive growth oriented company culture. Throughout the interviews, the common underlying issues were fear and a lack of trust in the new GM. Fear and intimidation tactics had already been utilized by the GM and the leadership team had been encouraged to follow suit as an attempt to increase productivity. Employees had also been given ultimatums to which they could develop better attitudes at work or be replaced by one of the many unemployed in the area. The surveys and interviews revealed the employees felt to be of no value to the company as an individual and that any contributions they may make could easily be done by someone else. No acknowledgement was provided or recognition that the job had even been done. The ability to perform a task in their own way had also been taken away from them. New company policies made every detail of every task a specific process. Failure to follow a policy gave the company leverage to enact employee discipline. Employees felt no pride or security in the work they performed and had no sense of satisfaction. There was no atmosphere of challenge or growth. Numerous employees indicated that they were seeking other employment or that they felt trapped in their current situation. Interviews with leaders revealed a lack of respect for employees. Many perceived the employees as unmotivated, uncommitted to the company and easily replaceable. The GM shared these perceptions. The owner confided that in reality, she trusted no one. She felt as though everyone was out to betray her. Coaching began to actions for developing trust in herself, her team and her employees. This was paramount if her goals for her company were to be realized. Past Interventions Past attempts to improve the culture, employee loyalty and leadership skills included onsite consultants focusing primarily on the performance of the outside sales team. Paid attendance to off site seminars was provided to the management team. These programs and consultants provided much insight and workable applications; however, the sales staff and managers were unable to implement change. They did not have and were not given the power to make the changes. Despite the desire for change and provision of training, the GM would not allow anyone to act on this learning.

Furthering the Coaching Process A mix of coaching strategies and tools were utilized in the coaching of the GM and the leadership team. The further into sessions the GM went, the more self-awareness she gained as to the situation she had created. She was able to become more aware of how her own destructive, non-trusting, and dictatorial actions had created the complete opposite of what she had set out to do. Her responsibility for the current situation became clear. As she was able to become more aware of the impact she had and learned more positive actions to take, the employees were able to begin feeling the tension relax. Training programs were held company wide. Leaders were trained in the use of positive reinforcement, professionalism, and acknowledging their staff. Employees were given hands on

opportunities to work through situations. Team activities including managers and employees added to the development of trust and interpersonal skills among everyone. The sales team received coaching as well. They were able to become aware of how their behaviors impacted the inside staff. The makeup of the sales team was changed when some of the existing members found they did not possess the desire to make the changes as the others did. Replacing these staff members was done very cognitively. An ideal sales rep was defined and that is who was sought as a replacement. The team spirit that began through coaching continued due to the commitment of that team. They saw the rewards of their efforts and it inspired them to do more. Their efforts resulted in highly successful results. Core product sales had risen to their highest point in three years. The number of sales calls being made by each rep increased by 15% and the territory expansion prospects led to the proposal of two contracts. Company revenue grew by 26% as a result of the overall performance of the sales team. Conclusion Business and Leadership coaching can be a highly effective tool for producing results within an organization. When participants are open to the coaching process, willing to grow in their selfawareness, and able to become agents of change, great things will happen. Coaching brings about awareness that allows for growth on many levels; growth that turns into bottom line profits, a positive company culture, and employees that will go the extra mile because they want to. Being flexible in

the presentation of coaching and the method by which it occurs will lead to great possibilities and endless personal development opportunities.

References
1. Underhill, Brian O., Mc Anally, Kimcee, and Leider, Richard J. (2007). Executive Coaching for Results: The Definitive Guide to Developing Organizational Leaders. Berrett-Koehler Publishers. 2. Hughes, Marcia, Bradford, James. (2012) Emotional Intelligence In Action: Training and Coaching Leaders, Managers, and Teams. Pfeiffer Publishers. 3. Goldsmith, Marshall, Lyons, Lawrence, Mc Arthur, Sarah. (2012). Coaching for Leadership: Writings of Leadership from the Worlds Greatest Coaches. Pfeiffer Publishers. 4. http://www.metasysteme-coaching.eu/pdfexport.php?nid=1381
5. http://www.streetdirectory.com/travel_guide/21761/executive_coaching/business_coa

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