25 Nov
2014

Liberating Intelligence into Performance through Coaching


Liberating Intelligence

I believe that if you show people the problems and you show them the solutions they will be moved to act.

– Bill Gates –

In today’s fast-paced and demanding world of business, organisations, leaders and employees are constantly being asked to, “up their game” and manage more complex and inter-related systems to achieve results and meet ever-increasing targets.

Liberating Intelligence

Organisations are run by people. People like you and I who are being asked (and often told) to increase our capacity using what we have and sometimes, even less than we had to begin with in terms of resources and support! We are expected to perform and meet targets and manage ourselves, others, systems and culture. This is a complex challenge.

  • How do you engage with your potential and that of your team, to cultivate and liberate existing intelligence into performance?
  • How do you take care of self, others, systems and the culture of the organisation by having crucial and clear conversations?
  • How do you empower your people to manage their roles, tasks, lives and their work through transition and change, while connecting to the purpose of your company?

You listen, explore, engage, liberate, crystallise and get commitment to action. You coach!

“Coaching is a professional, collaborative and outcomes-driven method of learning that seeks to develop an individual and raise self-awareness so that s/he might achieve specific goals and perform at a more effective level.”

COMENSA (Coaches and Mentors of South Africa)

Introduction to Coaching & Managing Performance

Coaching has at its’ core, helping an individual or team to look at where they are currently situated, and where they want to be, as well as the barriers, and the opportunities to getting there. This process engages self- awareness, judgement, maturity, and will, to catalyse critical observation practices and action that can bring about the desired reality and the outcomes or objectives that are critical to the work we do and the lives we live.

Coaching has evolved over the last two decades, as one of the key modalities of support and growth of individuals within the organisational setting. There are many different types of coaching which address different areas of work and levels of leadership, management and performance.

We distinguish between:

  1. Transactional coaching (and management): This entails doing what needs to be done – only better and more effectively;
  2. Transitional coaching (and management/leadership): This enables leaders to shift the way they do things and the roles they play to hold more complexity so they can be more skilful;
  3. Transformational coaching (and leadership): This facilitates development through increasing the individual’s capacity and ways of thinking about the business to be more inclusive and systemic while growing, self, others and the business.

Coaching can thus be a skill using a simple questioning framework, or it can be a deeply transformative process that addresses the very structures of the way we do things in the business world, and importantly, the way we think about things. This, in turn, forms our very habits of action. Whatever level of coaching that we engage in, we know that the ‘espoused and lived’ values of our own lives enhance the work that we do if these are congruent. Most of us have favoured ways of thinking and doing things – some useful and others not so much!

Coaching is about asking people questions to encourage them to come up with answers themselves, thus gaining insight and taking ownership of the situation.

Performance management is about setting objectives in collaboration with people who need to improve, and working with them to determine how to best achieve those objectives.

“Management is the process of planning, organising, leading and controlling the resources of a business to achieve goals as efficiently as possible” (Smith and de Cronje, 1997).

Organisations that are achieving success have done so by moving away from a command and control mindset towards one of self-empowerment and collective responsibility: a stance that suggests that people operate along a continuum of needing direction (transactional work) to include skills that can equally manage people who are able to be more self-authoring, self-managing and self-generating.

An effective manager changes their approach according to what the situation and the team member needs. Coaching that is developmental will work with the specific needs and capacities of each individual employee or team member to achieve needed results.

“We believe that if you work with people to understand the challenges being faced, and then co-create the solutions, they will be moved to act and take ownership of the learning it has offered them. It moves people from dependency to independence and creates the pathway to becoming interdependent”, says Dr Paddy Pampallis.

To wrap up: Coaching positions itself from an action inquiry stance that is able to tap into each individual coachee’s mode of operating to illicit self-accountability towards high-performance. Effective coaching will ensure that you have quality conversations that create accountability, motivation and performance in line with your company strategy at a broad level and translate this into your organisational goals!

Dr Paddy Pampallis

Executive Director and Founder of The Coaching Centre and the Centre for Integral⁺ Business and Leadership

 

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