Organizational coaching is an approach to training that is often overlooked as a serious problem solving option in the real world. While some level of coaching usually happens organically, approaching it as one of the venues of interface with the group is a whole other story. It’s involved, and sets itself aside from other aspects of interaction in many ways.
So, to demystify this a bit, and to present a new channel to add to your training model, let’s look at organizational coaching, and five crucial tips for implementing it in practical application.
With this information, you can use it on a reasonable level, but to be more involved, you must look deeper into the subject. This is intended for those alien to the topic, who want to look into it or try it on a small scale.
#1 – Casual Identity
While a business identity should exist in the standard training environment, leadership must create two identities that the workers recognize individually. A second identity must be their true self, the casual person one may encounter out of work.
This casual identity allows for the minuscule emotional bond necessary for a coaching environment to operate properly. Coaching is an approach of guidance more meant for meeting the groups on their level, and just being involved to guide them and follow their progress.
It requires dynamics and interactions more complex and human than a standard environment Ergo, this is the most crucial thing.
#2 – Accessibility
On top of a casual identity, you must make yourself available for them to come to you casually as well. This means not only determining to facilitate this, but to also make sure they are aware of it, and are shown it is a good action to take.
This goes through using the casual identity to reach out, possibly in an informal atmosphere like a group lunch.
#3 – Informal Social Gathering
On that note, social gatherings of the team in a very casual, but still somewhat working get together is a good way to implement some coaching, where all can talk amongst themselves and leadership as equals. Group lunches are excellent for this, and incentivize the group to be present for a good lunch and a break from the mundane.
#4 – Getting to Know People
Use gatherings and casual interactions as a way to get to know the individuals as well, as much of organizational coaching is peer to peer. This is obviously better done when leadership knows each entity well enough to most efficiently and effectively interact with them.
#5 – Mastering Constructive Criticism
This is a tricky one, because in coaching, there comes a time when one must audibly and negatively assess the work of someone to their faces. The proper approach to giving constructive criticism will see to this not being a disaster, which it easily can become.
Learning to show that it is just not the intended goal, and not an admonishing of them goes a long way to them just taking criticism as guidance to improvement as it actually is.
It is obviously easier to admonish a group than an individual in most cases.
These are the tenets of basic organizational coaching. It does not stand on its own, but can be implemented with organizational learning as a significant accelerant.