Coach­ing to get or­gan­i­sa­tional cul­ture aligned

Com­pany strat­egy and cor­po­rate cul­ture should be aligned for an or­gan­i­sa­tion to be sus­tain­able and suc­cess­ful. But how is that achieved?

Finweek English Edition - - ON THE MONEY -

in this time of uncer­tainty, fol­low­ing a coach­ing ap­proach in or­gan­i­sa­tions bring mu­tual un­der­stand­ing, con­sen­sus around a table where in­formed de­ci­sions can be taken and brings clar­ity where there are com­plex­i­ties. A coach­ing ap­proach can give peo­ple vi­sion or help them cre­ate a vi­sion for them­selves. That goes for lead­er­ship teams and in­di­vid­u­als in an or­gan­i­sa­tion.

This was the sub­ject at USB Ex­ec­u­tive De­vel­op­ment (USB-ED) and fin­week’s reg­u­lar We Read For You pre­sen­ta­tion re­cently held in Cape Town and Jo­han­nes­burg. The book re­viewed was Coach­ing Lead­er­ship Teams – get­ting or­gan­i­sa­tional cul­ture aligned, writ­ten and pre­sented by Dr Salomé van CollerPeter and aimed at help­ing team lead­ers, coach­ing prac­ti­tion­ers and or­gan­i­sa­tional ef­fec­tive­ness spe­cial­ists dis­cover how to do just that.

Cen­tral to the theme of the book is the ques­tion of how one should go about suc­cess­fully manag­ing coach­ing projects that fo­cus on teams and align­ment.

Ac­cord­ing to Van Coller-Peter lead­ers in both small and large or­gan­i­sa­tions have two main streams of ac­tiv­i­ties to con­duct. Firstly a strat­egy for a vi­sion, mis­sion and goals, and sec­ondly a cor­po­rate cul­ture for how busi­ness is con­ducted with ethos be­com­ing more and more a part of it.

“Although it takes time, or­gan­i­sa­tions have to align strat­egy and cor­po­rate cul­ture to build a sus­tain­able busi­ness or or­gan­i­sa­tion.”

Cor­po­rate strat­egy pro­vides the com­pet­i­tive ad­van­tage as com­pa­nies can­not com­pete so much on price any­more. It is more to do with why cus­tomers come back to do busi­ness with a com­pany and it is be­cause they want more of “you” and your prod­ucts.

There­fore, com­pa­nies have to look at how they treat peo­ple and what val­ues they want to in­stil in­ter­nally and ex­ter­nally. Peo­ple want to feel they have a pur­pose in the or­gan­i­sa­tion, are part of it and that they are mak­ing an im­por­tant con­tri­bu­tion. That is ul­ti­mately why they come to work.

Key to the coach­ing task is how an or­gan­i­sa­tion can take its val­ues and trans­late them into lead­er­ship prac­tices. For this the val­ues of the lead­er­ship of an or­gan­i­sa­tion should be put on the table and dis­cussed.

The big ques­tion is: What are the val­ues and ac­tions the com­pany want to be re­mem­bered by? What ac­tions are be­ing taken to en­sure that ev­ery­one in the or­gan­i­sa­tion is aligned in their con­duct?

“Strong cor­po­rate cul­tures have strong align­ment among its sub­cul­tures and to bring that about one has to start at the top of an or­gan­i­sa­tion. Cor­po­rate cul­ture fa­cil­i­tates busi­ness and has every­thing to do with it. It needs to be at the cen­tre of strat­egy,” Van Coller-Peter said.

“Strong cor­po­rate cul­tures have strong align­ment among its sub­cul­tures and to bring that about one has to start at the top of an or­gan­i­sa­tion.”

Dr Salomé van Coller-Peter

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