Martin says every coach should believe in the potential of their coachees. I worked with him on the Coaching Master Class programme in Maersk Line PRN Qingdao North China in 2012 where he was head of HR. ‘Coaching for Potential’ is one of the workshops I run as part of this programme. Martin worked very hard at the time to create a culture of constructive feedback and coaching among his peers in the management team. In this article Martin draws on his professional experience to help us see why it is so important for a coach to believe in the potential of people.
Let’s be clear from the outset, I love technology – it’s exciting, cool (two things I’m not), saves time, keeps us informed and offers us unbridled access to the accumulated knowledge of humanity at the touch of a button.
My worry is that we’re developing such a thirst for the speed of interaction, like a hit of adrenaline that we’re missing out on the richness of the experience and the value it can bring.
Don’t worry, I’m not about to launch into a diatribe about the evils of Facebook – although I do think there’s a case to answer – what I worry about is this trend for “liking”, “tweeting” and “sharing”, rather than reading and understanding!
On July 12th, the FT published an article headlined “The UK’s productivity problem: the curse of the ‘accidental manager”, you can find it here – https://www.ft.com/content/b96ce8f2-5dd9-11e8-ad91-e01af256df68.
Are pork pies good for you?
It is somewhat disquieting to read that the “Peter principle”, see https://en.wikipedia.org/wiki/Peter_principle, continues to thrive in UK business. Our poor productivity performance arises because too many people gain promotion into managerial roles beyond their level of natural competence. However, in the firm featured in the FT article performance is improving.
It strikes me, however, that simply hanging up figures of Superman (is this unconscious bias by the firm’s leaders?), and doling out pork pies are rather superficial practices. The only likely outcome of this epicurean approach is hardened arteries.
The firm’s performance growth is due to its managers doing something much more profound, i.e. the way they “serve” their employees, see Robert Greenleaf’s Servant Leadership, https://www.amazon.co.uk/Power-Servant-Leadership-Robert-K-Greenleaf/dp/1576750353/ref=sr_1_3?ie=UTF8&qid=1531821205&sr=8-3&keywords=robert+greenleaf.
At the simplest level, they should be talking to their employees as equal partners striving for success. When this is achieved, I hope they’re rewarded with more than cholesterol laden pies!
“In order to prove to yourself what you are capable of doing, you need to step out your comfort zone, otherwise you are limiting yourself and you will never grow”, sounds familiar?.
To you as a leader it’s Business Transformation. To people at the sharp end of the business it means Change. And many people don’t like the thought of forthcoming change – in fact they fear it, or put another way are change resistant. And many times when the change arrives they suffer a feeling of deep loss – like mourning. So what is the role of the Leadership Coach in a period of business transformation and change?