This recently released study, by the ICF and HCI reveals that,
coaching, whether one-on-one coaching, team coaching or work group coaching with a professional coach, are rated as the most helpful in achieving the goals of change management initiatives.
Given that I work in both the coaching and change management spaces, I thought it a good idea to take a look at this study and understand its implications for my clients.
In the turmoil of our current context I think we have all experienced change happen ‘to’ us;
I’m sure most of you are aware of Covey’s model of the circle of influence, or ‘controllables and the uncontrollables’ as I prefer to call them.
What is evident and confirmed by the research is the minute we experience change as something that is happening ‘to us’, we are resistant to the change.
So often I have seen executives at the top of the organisation given time to assimilate changes, and then when they launch them on staff, they wonder why there is pushback?
What is seemingly ‘minor’ and ‘no big deal’ to those at the top of the organisation may have devastating impact to those lower down, whether perceived or real.
And what the study reveals is that coaching, whether one-on-one or team coaching, is rated as the most helpful in achieving the goal of change management initiatives. Now this should come as no surprise to those of you who support the case for coaching. But for those who may be unsure of how that translates, here are some of my ideas for why I think the two are complimentary;
The coaching space is one that hears, through high quality listening. It does not interrupt thinking, nor does it enforce change. It simply keeps step with the client’s pace and gently guides chaos into creativity.
I recently conducted change workshops for a company who were anticipating relocation. The workshops were deceptively simple, talking just about concerns and opportunities. But the mere space to allow personal reaction to the change and to be heard at even the lowest level, went some way to minimising the resistance that quickly results when change seems beyond one’s control.
It shouldn’t stop there but coaching should continue right up to and during the change itself (in this case, the office move) to ensure that staff continue to surface concerns and recognise opportunities to make the transition a celebratory, rather than stressful one.