How can I coach employees effectively when business change is constant? What tools and techniques can I use both in-person and remotely? How can I reduce the stress caused by business transformation to boost productivity and wellbeing?
Coaching People through Organizational Changeis a practical guide for professional coaches and managers alike. It is specifically designed to support those coaching employees during uncertain times in a new world of work which is in a constant state of flux. It outlines what organizational change is, the different forms it can take and how to use evidenced-based coaching techniques to support the delivery of lasting business change. It will help those coaching to develop a greater understanding of how the brain makes decisions and adjusts to change and provides practical advice and guidance that can be used to deliver the most effective coaching intervention.
Including over 20 tools and frameworks each supported by a suggestion for what type of organizational change the activity is best suited for, this is invaluable reading for anyone responsible for coaching and talent development whether as a professional coach or a line manager. Including country-agnostic advice that can be used with employees both in-person and remotely, this book will help to reduce stress and presenteeism and to boost productivity, performance, resilience and wellbeing.
Author(s): Sue Noble, Amy Tarrant
Publisher: Kogan Page
Year: 2022
Language: English
Pages: 304
City: New York
Cover
Contents
Foreword
Preface
Acknowledgements
About the authors
01 Organizational change in context
Introduction
Global trends and change
Organizational change
Making change happen
Conclusion
References
02 Acquisitions, digitalization and regulation: The change giants
Introduction
Acquisitions
Digital transformation and its role in organizational change
Regulatory compliance
Conclusion
References
03 Coaching in a change context
Introduction
The relevance of coaching for change practitioners
Defining coaching and mentoring
Can anyone be a coach or mentor?
Essential skills for change practitioners
Potential barriers and how to overcome them
The potential pitfalls of giving advice
Conclusion
References
04 Best practice coaching methods for change practitioners
Introduction
Contracting, agreements and setting the scene
Confidentiality and breaking the confidentiality clause
Psychological contract
Three-way contract
The use of frameworks and coaching models
Preparing for a coaching conversation
REST
What are ethical dilemmas?
Potential ethical dilemmas
How to avoid ethical dilemmas
The relevance of ethics for change practitioners
Using coaching models
Conclusion
References
05 Introduction to Emergenetics® and its relevance to change and coaching
Introduction
Emergenetics explained
How can change practitioners use Emergenetics?
How does Emergenetics work?
Behavioural attributes and how people show up
Thinking attributes and how people think
What is each thinking attribute motivated by?
No excuses
How to recognize thinking and behavioural attributes
Communicating with Emergenetics
Conclusion
References
06 Post-acquisition challenges
Introduction
Integration speed and timing
Integration resourcing and plan
The role of leadership
Communication
Training
Client retention
Coaching solutions for post-acquisition challenges
Knowing when to use an external coach
Supporting larger groups
Team coaching versus team facilitation
Conclusion
References
07 Resistance to organizational change
Introduction
Why people resist change
Overcoming resistance
Coaching solutions for resistance to change
Change and transition models: techniques to coach people resistant to change
Conclusion
References
08 Business transformation and ambiguity
Introduction
Meet VUCA, the new normal
Tales of the unexpected
Learning to live with VUCA
Leading the way
Coaching solutions for business transformation and ambiguity
Who needs support and why?
Using Emergenetics to mitigate ambiguity
Conclusion
References
09 Stakeholder engagement
Introduction
What is a stakeholder?
What is stakeholder engagement and why is it important?
Identifying who our stakeholders are
How and when: stakeholder engagement
Evolving the stakeholder management approach
Stakeholder engagement at different levels of the organization
Coaching solutions for stakeholder engagement
Coaching versus influencing
The coaching conversation process
Coaching techniques for stakeholder engagement conversations
Coaching with ADKAR
Using ADKAR and scaling questions during 1-2-1 coaching conversations
Facilitated group sessions
Conclusion
References
10 Making change stick
Introduction
The definition of success
Adoption as a benefit driver
Coaching solutions to making change stick
Conclusion
References
11 Building an internal coaching capability
A coaching culture: is it necessary?
What is internal coaching?
Who is the internal coach?
The benefits of developing a pool of internal coaches to support change
The practicalities of introducing internal coaching
Training the internal coach
Training syllabus
Avoiding common pitfalls of developing an internal coaching capability
Hybrid working and coaching
Conclusion
References
12 Techniques to coach people through change
Introduction
Managing resistance when asking questions
Levels of challenge and complexity for each technique
Level of complexity explained
Where do these techniques originate from?
Who can use these techniques?
Preparing for your conversations
Technique 1: a walk in the park
Technique 2: C-I-A model – Control, Influence, Accept
Technique 3: Circle of Concern and Circle of Influence
Technique 4: time line
Technique 5: AIR your feedback
Technique 6: Neurological or Logical Levels
Technique 7: the change cycle
Technique 8: Bridges’ transition model
Technique 9: Johari Window – communication and feedback tool
Technique 10: Disney strategy for team and group coaching
Technique 11: the Drama Triangle
Technique 12: The Empowerment Dynamic
Technique 13: Perceptual Positions
Conclusion
References
Appendix A: Stages of EMERGE: how and why to use them
Appendix B: A framework for coaching conversations: guiding principles, core values and essential skills
Appendix C: Techniques to coach people through change matrix
Appendix D: Change certification
Appendix E: Coaching certification
Index
