The concept of a coaching culture has been a serious topic for about 20 years. Yet after all this time, there are few, if any, examples of organisations that have achieved a sustainable coaching culture – or even a transitory one. So, what’s the problem?
We know it’s difficult — for many reasons — but knowing what a coaching culture looks and feels like is a good starting point for initiating change. Sometimes, simple interventions can have a big impact.
While most large employers at least pay lip service to the importance of a coaching and mentoring culture, the proportion of organisations that have achieved anything approaching this is miniscule. It seems an elusive objective and one, where gains can be rapidly lost, when leaders change or adversity strikes. So, why is it so difficult?
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Strategic thinking is both an art and a skill. It is more associated with individuals than with teams, but teams can build collective strategic thinking capability. This exercise combines strategic and systemic perspectives
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One of the greatest revelations of 21st Century science has been that the human organism is a collective. We exist in symbiosis with a millions of different microorganisms that maintain our health when they are in balance and cause ill-health or death when they are not. We are also at an early stage of understanding (more…)
At first thought, “positively cynical” seems like a non-sequitur. Being cynical, according to author Jamil Zaki[1] is a belief that people generally are selfish, greedy and dishonest. The degree, to which we accept this view, influences how we interact with others. It also influences – negatively – how well we perform on a wide variety of (more…)
Although it doesn’t figure highly in some competency frameworks, systemic thinking is one of the key differentiating factors between mediocre and masterful coaches. Whether it’s an individual client or a team, understanding the systems around them is the first step in initiating positive and durable change. Yet in my coaching retreats around the world and (more…)
The following questions aim to help teams and team members understand how energy ebbs and flows within and between them. The answers provide the basis for a dialogue on how to work with and enhance team energy, both collectively and individually. [1] Irrespective of source ©️David Clutterbuck, 2024
Mature coaches coach very differently to their less mature colleagues. It’s not just that they are less concerned with following process, it is that they attend very differently. At a base level of maturity, coaches see the client, the problem and the solution. It’s a very linear perspective, but it works (up to a point) with simple performance or skills issues. Gradually, they learn to pay attention to the client’s internal systems – what’s going on within them that is supporting or hindering the outcomes the want to achieve. Some coaches evolve to attend additionally to the client’s immediate systems – their family, boss, peers and direct reports etc – and the relationship between the client and each of these. This is what’s typically described as systemic coaching.
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Yet another perspective on the differences between AI and humans, this time from Charan Ranganath, author of Why We Remember: Revealing the hidden power of memory. As the table below illustrates, “comparisons between humans and AI are misguided because they reflect different design constraints”.
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