In this unsettled global business climate, it is imperative that managers and leaders have a clear idea of what their employees are needing and expecting. These were reflected in the actual name that we devised for the coaching program - ‘CAN Coaching' - and the notion of a ‘can-do attitude' which was defined as; a willingness to tackle a job and get it done; being confident and resourceful in the face of challenges; and characterised by vibrant, purposeful action - clearly highly relevant to coaching.
In most organizations, lasting change usually proceeds slowly, one person at a time, gaining momentum as more people buy in. To accelerate change and make it stick, we recommend systematically coordinating one-on-one coaching interventions that serve a larger strategic objective.
However we can go one step further and offer insight coaching and training to individuals in a preventative sense that can prevent future mental health problems by giving people the skills they need today in order to be more resilient and able to cope with the emotional ups and downs of life.
3. What is Executive CoachingExecutive Coaching is working withsuccessful Business Leaders andExecutives who wish to improve theireffectiveness; enhance theirmanagement style; improve results;develop their ability to influence;progress Leadership skills andperformance; and achieve personal andorganizational goals.
Highly experienced with the suite of Extended DISC tools and systems, with over 20,000 hours of practical coaching experience, our Executive Coaching offering has helped many executives on a one-on-one basis to help execute significant career change.
The tricky part about buy-in is that to be successful in software process improvement, executive management, middle management, the development team, and in many cases, customers must all support the initiative, and they all buy in for different reasons.
Aligning with Briner's (2012) criticism of coaching research, the quality of existing coaching evidence is questionable, for instance the rigorousness of the research methodology and outcome evaluations; the appropriateness of sampling strategies ( Athanasopoulou and Dopson, 2018 ; Grover and Furnham, 2016 ). Regarding coaching as an intervention for developing people (either behaviourally or psychologically), fundamental questions concerning the effectiveness of coaching and the factors essential for an effective coaching outcome need to be answered through the scientific research process.
Andrew is concurrently Acting Vice President for the Optus Human Resource Group, Vice President for the SingTel Group's Corporate Sustainability and a Leadership and Talent Coach to over 130 of the Optus Future and Emerging Leaders over the past few years.
Regarding psychological-focused coaching as a fairly new research domain, most of the studies were published in coaching-focused journals ( Allen, 2016 ). In addition, people who conduct coaching research are often pracademics (i.e. an academic and practitioner) and tend to publish their studies in more practitioner-focused journals.
In our experience HR's ability to manage the logistics of often-complex program roll-outs, whilst keeping key stakeholders such as senior managers engaged and enthused, is a key factor determining the successful implementation of a coaching program (Long, Ismail, & Amin, 2012 ). We want to emphasise that this is not an easy task, and some organisations may not have the required HR capacity.
This is something we will come back to during our exploration of the various tools that a coach can use and it harks back to the philosophy that coaching skills are the servant not the master; I believe that effectiveness lies 20% in the skills and 80% in the person that is using them.