Coaching leadership teams : getting organisational culture aligned / Salomé van Coller-Peter.

Format:

Book

Author/Creator:

Van Coller-Peter, Salomé, author.

Language:

English

Subjects (All):

Teams in the workplace.

Employees--Coaching of.

Employees.

Leadership.

Executive coaching.

Corporate culture.

Physical Description:

1 online resource (186 pages) : illustrations

Edition:

1st ed.

Place of Publication:

Randburg, South Africa : KR Publishing, 2015.

Summary:

Coaching leadership teams: Getting organisational culture aligned is for those leaders, team leaders, coaching practitioners and organisational effectiveness specialists who want to manage coaching projects focusing on teams and alignment successfully. It also provides a mixed-method approach to coaching. The case studies show how the coaching process helped clients to translate their preferred culture into leadership practices, which they embraced and incorporated into their balanced scorecards and daily activities. As a result they shifted entirely to their consciously chosen culture in a short period of time. You will find the author's research suggestions practical and thought-provoking - and a useful guide to thinking through your own team coaching model. thinking and how to get the culture aligned." - Jan-Ola Andersson, Deputy Divisional Manager: AF Industry AB, Malmo, Sweden"

Contents:

Front Cover

Title Page

Endorsements

Title Page_2

Copyright Page

AcknowledgEment

Table of contents

Foreword by Dr Sunny Stout-Rostron

About the author

Preface

Acronyms

Chapter 1 Making my coaching footprint

Introduction_Chapter 1

Homogenous work teams

WHAT IS PROFESSIONAL COACHING?

A journey of self-discovery

WISDOM, LEARNING AND REFLECTIONS

COACHING FOR PERFORMANCE

How my coaching journey unfolded

Client perceptions - the only reality

Developing a signature presence

The coach's values: How do they emerge in the coaching?

MY TEAM COACHING WORK

CONCLUSION_Chapter 1

Chapter 2 Values, once agreed and shared, promote team performance

INTRODUCTION_Chapter 2

How do values become shared?

Culture and its role in business decisions

Value creation facilitates long-term gains through shared leadership practice

The value questions

The leadership alignment challenge

The importance of cultural alignment

Aligning subcultures and their values

The impact of subcultures

Conclusion

Chapter 3 How all that we learn, experience and believe shapes our coaching approach

INTRODUCTION_Chapter 3

THE PROCESS OF CULTURAL RENEWAL

SHARED CONCERNS

CONTRACTING

Does a handshake indicate mutual consent?

MY JOURNEY THROUGH THE CORPORATE WORLD

Assessment centres

Cohesive work teams

Coaching and the transfer of skills

My personal coaching model

OTHER MODALITIES OF VALUE

Neuro-linguistic programming

Force field analysis

The six thinking hats

Questioning frameworks

Mindfulness

LEARNING THEORIES THAT SHAPED MY COACHING APPROACH

CONCLUSION_Chapter 3

Chapter 4 Forming a pact with Viking Enterprises

INTRODUCTION_Chapter 4

Confidentiality and name changes

Communication with Viking Enterprises.

THE START OF A PARTNERSHIP WITH VIKING ENTERPRISES

The challenge of Viking Enterprises

Viking Enterprises' subcultures and the challenges they posed

Travelling to the first key meeting

The interview

Objectives agreed

CONCLUSION_Chapter 4

Chapter 5 Coaching: Aligning culture with strategy

INTRODUCTION_Chapter 5

THE COACHING MANDATE

Stakeholders

Coaching sessions

Making meaning through reflection

Values and relationships

Agreeing on the relevance of the process

Aligning culture and strategy

Leadership styles and cultures

Future state and environment

Journalling my findings

A NEW VISION STATEMENT

Setting and planning team goals

Questionnaire: Harrison and Stokes

CONCLUSION_Chapter 5

Chapter 6 Setting the key milestones

INTRODUCTION_Chapter 6

WHY SOME INITIATIVES FAIL

Milestone 1: Reaching agreement on the coaching process

Milestone 2: Developing an organisational strategy

Milestone 3: Sharing perceptions

Milestone 4: Determining variances between current and preferred cultures

Milestone 5: Coaching for improved leadership practice

Milestone 6: Setting goals to facilitate the preferred culture

CONCLUSION_Chapter 6

Chapter 7 Meeting the key milestones through a combined coaching process

INTRODUCTION_Chapter 7

Milestone 4: Determining variances between old and new cultures

Round 1: Some coaching outcomes

Round 2: Some coaching outcomes

Round 3: Some coaching outcomes

Round 4: Some coaching outcomes

CONCLUSION_Chapter 7

Chapter 8 Success for Viking Enterprises!.

Chapter 9 Adapting the coaching process to achieve alignment in various contexts

INTRODUCTION_Chapter 9

CASE STUDY 1

Milestone 1: Finding the real "shared concern"

Milestone 2: Reaching agreement on the process (way of working) and the goals to be reached

Milestone 3: Sharing perceptions and reflecting upon behaviours to meet the set goals

Milestone 4: Determining variances between current and preferred "ways of being and doing"

Milestone 5: Coaching for priority behavioural issues or leadership practice, according to individua

CASE STUDY 2

Background

How the case study started

Milestones

My own learning

CONCLUDING COMMENTS_Chapter 9

Chapter 10 Learning and reflections on ethics in coaching

INTRODUCTION_Chapter 10

WHAT ARE ETHICS?

Whose ethics code to follow?

Core coaching values

WHOSE ETHICS ARE RELEVANT?

ETHICAL CHALLENGES DURING TEAM COACHING PROJECTS

CONCLUSION_Chapter 10

Chapter 11 A snapshot of my most profound personal learning and reflections to date

INTRODUCTION_Chapter 11

LEARNING AND REFLECTION

Reflection is a form of mental processing

Storytelling as a form of reflection

KEY LEARNING ABOUT THE USE OF COACHING TO DISCERN ORGANISATIONAL CULTURE

THE USE OF QUESTIONNAIRES TO DETERMINE CURRENT AND PREFERRED ORGANISATIONAL CULTURE

TEAM COACHING

INDIVIDUAL COACHING

HOW TO ENSURE ETHICAL CONDUCT THROUGHOUT COACHING PROCESSES

USING A PROJECT APPROACH

THE USE OF RECORDINGS, TRANSCRIPTS AND REFLECTION

AN OBJECTIVE LOOK AT THE FEASIBILITY OF THIS COACHING PROJECT

Credibility with the client organisation

Complicating factors

Lessons for institutions considering coaching initiatives to change culture and values

CONCLUSION_Chapter 11

APPENDICES

Appendix A: Agreement with Viking Enterprises.

Appendix B: COMPLETE BALANCED SCORECARD FOR THE VIKINGS

Balanced Scorecard

Financial

Learning and Growth

Customers

Internal Business Processes

Appendix C: CODE OF CONDUCT

Appendix D: NEW PERFORMANCE MANAGEMENT FORM FOR VIKING ENTERPRISES

ENDNOTES

REFERENCES

INDEX

Back cover.

Notes:

Includes bibliographical references and index.

Description based on online resource; title from PDF title page (ebrary, viewed November 17, 2016).

ISBN:

1-86922-580-5