While 2020 may be behind us, the uncertainty associated with these extraordinary transitions isn’t.
At the Global Coaching Institute, and CLE we’ve noticed a dramatic difference in how organisations navigate disruptions. Those that foster a culture of coaching are better positioned to handle change; whether it be COVID, meeting the shifting demands of industry standards, building a new staff environment, or any other mark of transition.
Coaching helps to empower individuals and teams. It promotes an appreciation of the drivers of change and builds confidence that employees have the necessary skills to operate in unpredictable environments.
A key marker of an effective coaching culture can be observed in the level of willingness an organisation has to open space for deep dialogue. This means encouraging team members to participate alongside management in considering the road ahead. Together they may assess the challenges. Together they take stock of their resources. Together they seek solutions. This builds loyalty and commitment. Individuals feel seen, heard, and understood. They feel authorised to act on the opportunities that change and disruption present.
Our workforces have been pulled from pillar to post over the past year. Achieving mutual solutions, that people can really get behind and own, has never been more important.
At a time when we are focused on wellbeing, coaching creates a platform for people-focused change. Having a sense of influence and control, goes a long way to easing the pressure people have been feeling.
GCI invites you to integrate some of the following coaching questions into your team dialogues.
- What is the vision for the future?
- How are we already working differently?
- What opportunities are available to us now?
- What do we need to let go of?
- What role would we like to play? (as individuals and as a collective)
- What are our next steps?
We are in an era where there is no going back. Attempts to do so will merely thwart and frustrate us. COVID has given a taste for the potential for working differently – and now it’s time to integrate these lessons into practice.
How will you engage your workforce in the months and years to come?