12Nov/140

It’s Showtime! One Key to Continual Motivation by Marshall Goldsmith

Posted by WABC

 

View the video here : Marshall Goldsmith: It's Showtime! index

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30Oct/140

Two Elements For Effective Delegation: Coaching For Leaders

Posted by Marshall Goldsmith

Many leaders think they need to delegate more to be more effective as leaders. This is frequently not true. Most often leaders don’t need to delegate more, they need to delegate more effectively!

About the Marshall Goldsmith Thinkers50 Video Blog:

The Marshall Goldsmith Thinkers50 Video Blog and accompanying written articles incorporate learnings from my 38 years of experience with top executives, as well as material from my previous research, articles, and books, including What Got You Here Won't Get You There, MOJO, and Coaching for Leadership. Later in the series, you'll learn about my exciting new research on engagement and my upcoming book Triggers.

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29Oct/140

Business Coaching as a Way to Build Economic Welfare of Society by Daniel Tuma

Posted by WABC

In the world, well-known Czech and Slovak products and business successes do not only include hand-made crystal glass and design art pieces such as those from the La Svit company, or the application of biological and technological research into healthcare fields such as nanotechnology, Dr. Holy’s HIV research or Dr. Pomahac’s plastic surgery development.

Business

 

Czech and Slovak products and their business successes have something in common in the coaching sense. All business successes of Eset, Avast, Elmarco, Petrof, Walmark or Skoda emerged from a decision to commit. To commit to an idea of business growth and therefore to build economic welfare.

Despite the fact that what make us suffer the most is hope, in business, only to hope is not the best business strategy.

To commit requires not only to hope, but also to have courage and strong belief that I am able to reach my goals and make a product I believe in because of its character, contribution and benefit for society.

And as the research findings of the Made in Czechoslovakia company and other respected scientists show, there are variables that are linked to performance and therefore, logically, to business growth. They are, for instance, work satisfaction, organizational identification,

generalized self-efficacy or locus of control, to name a few. Based on previously mentioned assumptions and scientific research, at Made in Czechoslovakia we believe that business coaching should work with, develop and cover the so-called “Magic 7” areas.

The Magic 7 may be determined as follows for Business:

1) Organizational identification and commitment

2) Work satisfaction

3) Leadership and authority

4) Quality of relationships in the workplace

5) Cooperation and competition

6) Business and personal self-confidence and self-esteem

7) Critical thinking

 

Business coaching should not only facilitate the process of organizational identification in general, but also in the individual meaning. Employees should be identified with the task value and the product itself. They should feel commitment and personal interest in fulfilling their working tasks. Also, the quality of relationships in the workplace means that an emotionally safe environment without gossiping, bossing around, stalking or any other unwanted socio-pathological problems helps workers to fully focus and contribute to cooperation and group cohesion. By facilitating the process of self-management, business coaches co-create inspirational environment in which a business person finds inner sources to increase his or her self-esteem and self-confidence. By questioning, business coaches stimulate critical thinking that helps facilitate a creative process. And because happiness is a question of one’s creativity, we, business coaches, may unintentionally influence very individual and fragile horizons. That is why our profession belongs to one of the most influential, powerful but also responsible arts.

 

The name “Magic 7” was influenced by the so-called Laterna Magica. Laterna Magica is not only known as the world’s very first multimedia theatre which won the first prize at the Expo 1958 in Brussels and which has attracted thousands of tourists to Prague ever since. It is also an old name for a wooden box with a candle inside, which lit a lens and projected small pictures behind it onto the wall in front of spectators in a magnified scale. It is not like in the allegory of the Plato’s Cave, which corresponds to the constructivist concept of the world. Laterna Magica is more like a method of coaching. In other words, in business caching we do the same. We work with one’s personality that may be considered as a psycho-plastic space which needs to have some of its areas lit and magnified to provide the observer/client with the wider picture and to be more aware of his or her inner sources, unanswered questions, or strengths.

 

The economic welfare of society mainly depends on a strong economy, the quality of products, working commitment, democratic thinking and moral maturity.

businessEconomic welfare can be influenced by our profession very much. We are the ones who work with people in business. We are the ones who provide them with comfort and safety to express their thoughts and values related to their work. We are the ones who can establish and manage developmental context. Therefore, we can influence the business a lot. And that goes hand in hand with the economic welfare of each society.

 

 

Daniel Tuma, CBC

Business coach, psychologist and organizational counselor managing the Made in Czechoslovakia company, the first company in Central Europe with WABC accreditation for training program in business coaching.

Academic guarantor and author of many workshops, trainings and coaching programs regarding business psychology, organizational psychology, emotional intelligence, socio-psycho pathology in the workplace and leading positions.

He is specialized in highly influential top-management assessment and in mediating conflicts on the highest business level.

 

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20Oct/140

Coaching Leaders: Understanding Complex Environments- by Dr Sunny Stout-Rostron

Decision

“The term complexity captures the greater levels of uncertainty, ambiguity, interdependences and interrelatedness that now characterize the environments in which organizations operate”

(Clarke, 2013:135).

Business coaches need to think systemically, and this article briefly looks at the importance of leaders taking decisions in alignment with the context of their organizational environment. At an individual level, leadership development in complex environments involves moving away from focusing on the structures and processes within the organization, to the behaviors required of leaders individually within the organization’s social system (Clarke, 2013:141).

Cynefin: the decision-making framework

Snowden and Boone (2007) outline four different contexts in which managers operate as simple, complicated, complex, and chaotic. The Cynefin decision-making framework helps leaders determine the prevailing context within which they are operating, and explores how they can make appropriate choices and decisions to intervene (Figure 1). “Cynefin, pronounced ‘ku-nev-in’, is a Welsh word that signifies the multiple factors in our environment and our experience that influence us in ways we can never understand” (Snowden and Boone, 2007:70).

As coaches we need to help leaders learn to shift their decision-making styles according to the type of environment or context in which they are operating. The Cynefin framework can help to correctly identify the governing context, stay aware of danger signals, and avoid inappropriate actions, thereby helping managers to lead effectively in a variety of situations (Snowden and Boone, 2007:75).

Figure 1 The Cynefin decision-making framework

Decision

Source:        Snowden and Boone (2007:72)

The Cynefin framework has five domains: simple, complicated, complex, chaotic and disordered. Disorder is the state of not knowing what type of causality exists, and people will revert to their own comfort zone when making a decision (Stout-Rostron, 2014:105). The following four practices are useful for the business coach to help the leader make appropriate choices and decisions within their prevailing context.

Four practices: best, good, emergent and novel

Best practice (simple environment)

When working with a client in a simple environment where patterns are repeated and events are consistent, and we are dealing with fact-based management, the leader’s job would be to use best practice, communicating clearly and delegating – but with an understanding of the need for extensive, interactive communication.

Good practice (complicated environment)

In a more complicated environment which is the domain of experts, the leader would need to diagnose the problems in consultation with a series of experts, trying to discover the cause-and-effect of the problem, identifying one or more answers that might resolve the issue. In this instance it is important for the leader to create panels of experts and listen to conflicting advice.

Working with one client in a more complicated scenario means that there are a possible range of right answers. Snowden and Boone call this the realm of “known unknowns”. Whereas leaders in a simple environment must sense, categorize and respond, leaders in a complicated environment must sense, analyze and respond. Here good practice is needed.

Emergent practice (complex environment)

In a complex environment, there would be a great deal of flux and unpredictability with no right answers. There would be competing ideas, emergent rather than predictable patterns, and a need for creative and innovative problem-solving approaches. The leader would need to create an environment that would allow patterns to emerge, and to increase levels of interaction and communication. More important would be the need to open up discussion, allowing large group methods and encouraging dissent and diversity.

Novel practice (chaotic environment)

In a chaotic environment, there will be high turbulence with no clear-cut cause-and-effect, many unknowable’s, and many decisions to make with possibly no time to think. Tension will be high. The leaders’ job will be to look for what works instead of seeking the “right” answer, and to take immediate action to re-establish order. This may require a “command and control” type of leadership to begin with, moving into another style of leadership as the context changes. Clear and direct communication will be essential.

The Cynefin model explores working in differing environments where adaptability and systemic thinking are needed to help leaders make decisions within contexts and systems which are continually changing.

 

References

Clarke, N. (2013). Model of complexity leadership development. Human Resource Development International, 16(2):135–150.

Snowden, D.J., and Boone, M.E. (2007). A leader’s framework for decision making. Harvard Business Review, 85(11):69–76.

Stout-Rostron, S. (2014). Leadership Coaching for Results: Cutting-edge practices for coach and client, Randburg, South Africa: Knowres.

Sunny Stout-Rostron, DProf, MA

Sunny’s interest in the WABC is based on its dedication to the development of business coaches. Like the WABC, she believes business coaching to be a developing profession in its own right. Business coaches can feel isolated, and the WABC enables them to connect in terms of practice, standards and ethics. Sunny has been coaching internationally for over 25 years, working with executive leaders and their teams. As a qualified Coach Supervisor, and Founding President of Coaches and Mentors of South Africa (COMENSA), she is passionate about developing the knowledge base for coaching through teaching, research and practice. This has meant helping to create several Masters programs for business coaching in South Africa. Sunny regularly works with coaches and clients in the UK, Europe, USA, South Africa and Australia.  She is the author of six books, including the recently published Leadership Coaching for Results: Cutting-edge practices for coach and client (Knowres, 2014).

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