Today, rapid, constant and disruptive changes are the norm, and what succeeded in the past is no longer a guide what will succeed in the future. Twenty-first-century managers simply don’t (and can’t) have all the right answers. To cope with this new reality, companies are moving away from traditional command-and-control practices and toward something different: a model in which managers give support and guidance rather than instructions, and employees learn how to adapt to constantly changing environments in ways that unleash fresh energy, innovation, and commitment. The role of the manager, in short, is becoming that of a coach. This is a dramatic and fundamental shift.
To get managers really thinking about the nature of coaching, and specifically how to do it better in the context of a learning organization, researchers provide the 2x2 matrix as a simple but useful tool. One axis shows the information, advice, or expertise that a coach puts into the relationship with the person being coached; the other shows the motivational energy that a coach pulls out by unlocking that person’s own insights and solutions.
Our ability to transform a company into a genuine learning organization depends on making coaching an organizational capacity that fits integrally within that company’s culture. To do so, researchers suggest a cultural transformation that involves the following steps:
Ibarra, H. & Scoular, A. (2019). The Leader as Coach. Harvard Business Review, 97(6), 110-119.
Mark Kalin je izkušen manager, podjetnik, innovator, mentor, predavatelj in strokovnjak za vzpostavljanje inovativnih ekosistemov in transformacij kultur ter strokovnjak za vzpostavitev visoko zmogljivih virtualnih timov, z zelo bogato izobrazbo in poslovnimi izkušnjami.
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