COACHING FOR ALIGNMENT
COACHING FOR ALIGNMENT
is a source of competitive advantage for the
organisation” Hopkins et al. (2005: 2-3)
It influences an organisation’s busi...
Companies gain STRENGTH and
PROSPERITY when their employees have
upheld “shared values” Deal and Kennedy’s (1982: 22)
Valu...
Pennington (2006)
makes a compelling case
for leaders to choose an
organisational culture
which engages all
stakeholders i...
need recognition, and when made to
feel good, tend to repeat this
behaviour, thus reinforcing the
resulting culture.
lead ...
Shared values facilitate a process whereby individuals
feel they can contribute to the vision of the organisation.
Belling...
The
translation
of VALUES
into
behaviour
It describes a valueas “a code of behaviour, belief, or
material element that you intrinsically adopt or hold
important”
a...
Values of an OrganisationDeal and Kennedy (1982: 21)
“the essence of a
company’s philosophy for
achieving success, is
prov...
there has to be agreement by
all leaders in the organisation
as to the behaviours which
would underpin the chosen
core val...
It’s about who you are, the values that
that you pass on to the next level of
leaders/managers to ensure alignment
in beha...
Aligning sub-cultures
and their valuesHopkins et al. (2005)
integrate the cultures of six different business units to achieve alignment
Significant Personal Learning
Phenomenology appropriate
Culture does facilitate strategy
Continuous reminders of role e...
Significant learning – Other coaches
The value of a combined group/individual
coaching approach
A process for reaching a...
TEAM COACHINGTEAM FACILITATION
TEAM FACILITATION VERSUS TEAM COACHING
Why team coaching followed by
Individual coaching?
Transformation
ORGANIZATION TRANSFORMATION
because people are best able to change when they
receive positive reinforcement from the prima...
Valuesare priorities that tell you how to spend your time,
right here, right now. Pavlina (2007: 1)
“the main benefit of k...
Personal experience …
“discovery and reflection upon personal
values” is best achieved through a trusting
one-on-one relat...
The Thinking Environment as “a way
life and work and love and
everything human was meant to me”
Kline’s (1999: 19)
Coaching for alignment. Salome van Coller-Peter
Coaching for alignment. Salome van Coller-Peter
Coaching for alignment. Salome van Coller-Peter
Coaching for alignment. Salome van Coller-Peter
Coaching for alignment. Salome van Coller-Peter
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Coaching for alignment. Salome van Coller-Peter

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  • The most powerful, persuasive communication has a human element: "Communication can't feel genuine without the distinctive personality of a human element to provide context. The market is demanding that Brands “show up” when communicating - people want to see the real core values of the brand, not the idealized marketing pitch
  • Leaders consciously decide what they want their preferred culture to look like, to compare it to their current culture, and then to see how big the gap between the ideal and reality is. Then have to determine which leadership and management practices would best facilitate the mobilisation of the stakeholders in the organisation toward the preferred culture.
  • Coaching for alignment. Salome van Coller-Peter

    1. 1. COACHING FOR ALIGNMENT
    2. 2. COACHING FOR ALIGNMENT
    3. 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. 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. 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. 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. 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. 8. The translation of VALUES into behaviour
    9. 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. 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”.
    11. 11. 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
    12. 12. 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
    13. 13. Aligning sub-cultures and their valuesHopkins et al. (2005)
    14. 14. integrate the cultures of six different business units to achieve alignment
    15. 15. 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
    16. 16. 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
    17. 17. TEAM COACHINGTEAM FACILITATION TEAM FACILITATION VERSUS TEAM COACHING
    18. 18. Why team coaching followed by Individual coaching? Transformation
    19. 19. 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
    20. 20. 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.
    21. 21. 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.
    22. 22. The Thinking Environment as “a way life and work and love and everything human was meant to me” Kline’s (1999: 19)

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