Embracing Change Coaching as a performance enhancer Jayanti Menches Sometimes even the best human resources department needs a helping hand. One-to-one coaching not only draws out the best from your staff, but can even initiate culture change Today's executives manage their jobs in an environment of continuous change where there is an increased need for people to learn new things all the time but with little or no time for personal development. Some human resources (HR) managers have therefore turned to coaching as a way to groom their leaders, teach them new skills, enhance performance and, thereby, improve the bottom line. Coaching is a means of equipping people with the tools, knowledge and opportunities which they need to develop themselves and become more effective, explains Paul VanKatwyk, managing director of global management and HR strategy consulting firm Personnel Decisions International (PDI). Since coaching is one-on-one, he notes that the process can be customised to include whatever an executive wants to work on, when they want to work on it. "Asia is experiencing high growth and the challenges faced by executives are unheard of in North America or Europe" The process is currently popular with large firms due to the accelerating pace of change in the business environment, where there is an increased need to learn new things all the time, Mr VanKatwyk notes. There are several types of situation when an HR manager may bring in an outside consultant to coach an executive. In a remedial situation, an executive may have a problem that needs fixing, such as anger management. Alternatively, a leader may require assistance with moving from a local role to a regional position or executives may need to learn how to liaise with headquarters or become better strategic thinkers. Some companies may have developed a high-potential pool of leaders and want to groom them for key roles within the region in a short period of time. Coaching is a way to help all these people leverage their talents, explains PDI consultant Susan Mistler. When it comes to deciding if your organisation can benefit from coaching, the PDI team recommends that you evaluate its needs and goals and assess how coaching can add maximum value. Asian challenge Coaches need to understand how people learn, change or grow. They should also have a repertoire of skills, including a toolbox broad enough to help people learn from varying opportunities. Additionally, they need a good understanding of the business environment they are navigating. "Asia is experiencing high growth and the challenges faced by executives are unheard of in North America or Europe," Ms Mistler says. "Coaches must be able to customise the learning process and have the speed and power to deliver results." Indeed, Asian executives present a challenge when it comes to responding positively to coaching. "Most Asians work from a basis of mistrust. Coaching is unfamiliar to them and is seen as a risk. Something that will be 'used against me'," she adds. In this environment, Ms Mistler notes that coaching adopts a teacher/student model, where Asian executives expect to be told the answers, instead of seeing coaching as a joint discovery. However, self-learning is a critical part of coaching. Ego and "face" play an important role and executives must be handled with care. To get leaders coached successfully, one needs to be very tactful when handling feedback, Ms Mistler adds. It is, therefore, necessary to space out the negatives and discuss only a couple of weaknesses or developmental needs at a time. If possible, feedback should be presented at an offsite location - not everyone in the organisation needs to know that executives have a coach. However, most importantly, there must be willingness from the top for executives to want to change. Joint effort In addition, the coach, the individual being coached and the organisation must work together in order to make coaching a successful venture. Of course, the organisation is making a huge investment, on which it expects a great return. Responsibility for effective coaching lies with the HR department, which must set the stage by determining if someone is ready for coaching - and if it is appropriate for a given situation. Success also requires insight and motivation. Individuals' goals and views must be determined, as must how they see themselves relative to their ability to achieve them. In addition, the organisation's perspective should be taken into account, plus perceptions of how others view the person being coached. "These inquiries help us find the gaps that need to be filled," explains Mr VanKatwyk. Once goals are determined, a coaching plan is put together and shared with the organisation and the person being coached. Confidentiality is assured and expectations are agreed upon and must be met. Ultimately, a coaching plan is like a business plan, explains Mr VanKatwyk. "Conditions change over time. The scope may change. So you must build in a review process." When is coaching the right choice? Coaching is a bad investment if you turn to it: - As a benefit without a clearly-defined organisational objective - As just another developmental option on the menu - As a "miracle cure" - some performance issues cannot be coached Coaching is a good investment when you want to: - Enhance skills for performing the current role - Learn new skills to prepare for a future role - Improve retention of staff - Accelerate development of an opportunity - Facilitate a culture change Taken from Career Times 5 December 2003 Your comments are welcome at [email protected]