1. COACHING FOR ALIGNMENT

2. COACHING FOR ALIGNMENT

3. 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

4. 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

5. 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.

6. 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

7. 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.

8. The
translation
of VALUES
into
behaviour

9. It describes a valueas “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.

10. 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”.

13. 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

15. 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

16. Aligning sub-cultures
and their valuesHopkins et al. (2005)

17. integrate the cultures of six different business units to achieve alignment

18. Significant Personal Learning
Phenomenology appropriate
Culture does facilitate strategy
Continuous reminders of role ensures focus
Contracting facilitates direction and results
Coaching in one’s mother tongue - preferable

19. 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 contracting
Roles/Responsibilities/Confidentiality
The value of financial and other support

20. TEAM COACHINGTEAM FACILITATION
TEAM FACILITATION VERSUS TEAM COACHING

21. Why team coaching followed by
Individual coaching?
Transformation

22. 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

23. Valuesare 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.

24. 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.

25. The Thinking Environment as “a way
life and work and love and
everything human was meant to me”
Kline’s (1999: 19)