RoI and Executive Coaching Heather Davis Waypoint Consulting www.waypoint.com.au

Expanding the notion of RoI Sveiby, K. E. 1997. The New Organizational Wealth: Managing & Measuring Knowledge-Based Assets. San Francisco, Berrett-Koehler Publishers.

Signatures from nomadic to knowledge eras Staron, M., Jasinksi, M., & Weatherley, R. 2006. Life based learning: a strength based approach for capability development in vocational and technical education: a report on the research project "Designing professional development for the knowledge era" . Sydney, TAFE NSW ICVET, p. 23

Chris Argyris It may surprise people, but I have found that we all have a strong propensity to hold inconsistent thoughts and actions, and that we aren’t very effective observers of our own behaviour: we tend to judge our behaviour by our intentions, while we judge other people’s behaviour by its outcomes (Argyris interview 2008). The fantasy that somehow organizations can change without personal change, and especially without change on the part of people in leadership positions, underlies many change efforts doomed from the start… I think that if any one aspect of the radical core of Argyris and Schön’s work, it is this: that real organizational learning must include me (Senge, 2003, pp 47 – 48).

It may surprise people, but I have found that we all have a strong propensity to hold inconsistent thoughts and actions, and that we aren’t very effective observers of our own behaviour: we tend to judge our behaviour by our intentions, while we judge other people’s behaviour by its outcomes (Argyris interview 2008).

The fantasy that somehow organizations can change without personal change, and especially without change on the part of people in leadership positions, underlies many change efforts doomed from the start… I think that if any one aspect of the radical core of Argyris and Schön’s work, it is this: that real organizational learning must include me (Senge, 2003, pp 47 – 48).

What’s impeding RoI in people? Dissonance The gap between: Organisation’s Espoused values and demonstrated values Our values and feelings of being valued Espoused vs values-in-action as demonstrated by leaders, dissonance between policies and practice, etc. Ability to enact professional and discretionary trust = direct link to discretionary effort Think of a cynic as a jaded optimist Energy and Fatigue Change fatigue, disempowerment What is important and the proxies that speak for them. “ not everything that can be counted counts, and, not everything that counts can be counted” (Einstein)

The gap between:

Organisation’s Espoused values and demonstrated values

Our values and feelings of being valued

Espoused vs values-in-action as demonstrated by leaders, dissonance between policies and practice, etc.

Ability to enact professional and discretionary trust = direct link to discretionary effort

Think of a cynic as a jaded optimist

Energy and Fatigue

Change fatigue, disempowerment

What is important and the proxies that speak for them.

“ not everything that can be counted counts, and, not everything that counts can be counted” (Einstein)

What’s impeding RoI in people? Fear of failure Fear of failure J K Rowling’s Harvard address on the Fringe benefits of failure “You might never fail on the scale I did, but some failure in life is inevitable. It is impossible to live without failing at something, unless you live so cautiously that you might as well not have lived at all - in which case, you fail by default” (June 5, 2008 http://harvardmagazine.com/go/jkrowling.html). “ I never trust anyone who has not fallen apart at least once” (Susan Sarandon). “ It is important that those learning leadership should have exposure failures and poor role models” (Lester Levy). Imposture

Fear of failure

J K Rowling’s Harvard address on the Fringe benefits of failure “You might never fail on the scale I did, but some failure in life is inevitable. It is impossible to live without failing at something, unless you live so cautiously that you might as well not have lived at all - in which case, you fail by default” (June 5, 2008 http://harvardmagazine.com/go/jkrowling.html).

“ I never trust anyone who has not fallen apart at least once” (Susan Sarandon).

“ It is important that those learning leadership should have exposure failures and poor role models” (Lester Levy).

Imposture

Life based learning model Staron, M., Jasinksi, M., & Weatherley, R. 2006. Life based learning: a strength based approach for capability development in vocational and technical education: a report on the research project "Designing professional development for the knowledge era" . Sydney, TAFE NSW ICVET, p. 48