- Within three days, systemic organizational coaching can rapidly and effectively create a performance-oriented conspiration among the 50-80 key players of your company.
- Organizational coaching to help focus your top management teams to succeed breakthrough challenges and to implement vital corporate transitions.
- To improve your company's effectiveness, systemic organization coaching can also serve to rapidly optimize operational interfaces within and between divisions, departments, teams and people, internationally and interculturally and with the larger environnement.
- Organization Coaching can help you become more effective in collective decision making and follow-up of action-plans, delegation systems, controls and measurement of results.
- Systemic organization coaching to help you design redesign and lead complex systems : matrix, network, multicultural, transversal, delegated, flat, virtual and distributed structures.
- Systemic organization coaching can also help design much better communication systems and flow. Reduce rumors and other internal and external "noise", enhance pertinent information exchange.
- Organization coaching can develop a worthy collaborative culture actively focused on achieving measurable performance, results, ethics, quality and safety.
- Systemic organization coaching can serve to prepare and implement strategic transitions to restructure, merge, downsize, acquire, relocate, etc.
- Generally speaking, systemic organizational coaching helps transform all apparent crisis into an extraordinary opportunity.
- Organization coaching can also serve to better orchestrate and follow up on all an organization's strategic and operational meetings, within a company-wide comprehensive systemic framework. The measurable result is much fewer and much better meetings.
- Incidently, systemic organization coaching can also help develop an exciting company-wide "breakthrough" entrepreneurial leadership culture focused on achieving extraordinary results.
What is Systemic Organizational Coaching?
Beyond team coaching, an organizational coaching process simultaneously concerns very large-group of key players (fifty, one hundred or more participants). It is focused on achieving rapid results in key organizational ambitions and/or transitions. Typically, organizational coaching includes the simultaneous participation of an executive team and at least 30 other key players originating from other formal corporate or project teams. This large-group coaching process is focused on collectively facing exceptional issues, handling strategic organizational challenges, implementing major management culture changes, etc.
Although a systemic organizational coaching process can sometimes be preceeded by prior team work within the executive team, this is absolutely not a necessary prerequisite. An organizational coaching process immediately serves to consolidate interfaces betwee and within all present teams, including the executive team. It is obvious, however that this larger organizational coaching approach will deliver results to the extent of the executive team's collective commitment. To ensure success, the organization's leader and executive team therefore need to actively participate in the systemic organizational coaching process. They need to model the commitment they expect.
A systemic organization coach (and team of coaches) accompanies corporate client systems while they actively modify their collective belief system (basic assumptions and frame of reference), their active operating principles. These in fact determine their behavioral culture and determine their results. Consequently, systemic organizational coaching is an extremely powerful process that serves to transform underlying organizational architectures that determine how corporations perform or underperform.
- Whenever useful, a systemic organization coaching approach can concern international branches, major divisions, departments or units and often includes work within "strategic" transversal and intercultural project teams.
- Whenever useful or strategic, the Métasysteme world-wide coach network can also partner and collaborate with your local or internal coach and consultant team.
SYSTEMIC ORGANIZATIONAL COACHING FOR TRANSITIONING CORPORATIONS
Our twenty-year experience coaching leaders, teams and organizations allow us to underline the importance of that approach in accompanying transitioning systems while they are implementing mergers, acquisitions and relocations, when downsizing, designing new cross-company alliances, redefining missions, visions, corporate focus and projects.
Organization coaching processes can help transform what is often felt to be a period of uncertainty, of stress or of "crisis" by all the key corporate actors into an era of opportunity centered on developing new potentials and achieving unexpected extraordinary performances. Organization coaching in transitioning systems can help develop collective focus and commitment to center all corporate energy on achieving a successful and lasting transformation.
To give an example concerning mergers and acquisitions, it is often paramount to step beyond the passions that can emerge from having to decide what to retain from the original merging companies and what to let go. This fight not only concerns the choice in "who to keep?" but also in "which active culture will win in the end?". These all too common merger or acquisition conflicts cause huge losses and can leave long lasting scars.
With an systemic organization coaching approach, the transition period which invariably accompanies a merger or an acquisition can become what it is supposed to be. An era of innovation or opportunity to transform all the processes and cultures of all the partnering organizations to create an completely new and performing cultural ensemble. A systemic organization coaching approach can serve to design and implement unprecedented growth and development opportunities to ensure the creation of a totally new future for the new corporation.
A systemic organization coaching process may or may not begin by coaching the senior executive team of the new ensemble. Large group coaching work can also help reconfigure new corporate D.N.A. This process can then be followed up within major divisions and septartments to lead the transition in the rest of the new organization.
SYSTEMIC ORGANIZATIONAL COACHING TO DEVELOP TRANSVERSALITY
It is a known fact: within most organizations, one plus one doesn't add up to much more than two. Accepting that state of affairs amounts to accepting the inevitability of pure operational losses.
If most corporations know how to recruit and retain excellent executives, managers and employees, the real systemic teamwork that ever takes place between these expert professionals often leaves a lot to be desired. Furthemore, excessive forcus on leadership has often created counterproductive verticality and territoriality. This state of affairs is reproduced in the way teams work together.
Consequently, almost all the "systemic" added value that could be expected from professional and operational interfacing is invariably lost in internal lack of cooperation if not blatant competition. As a result, most system interface issues are delegated upwards to top leaders. These end up managing lower-echelon transversality issues instead of strategically leading the system as a whole. This occurs even more dramatically within multinational contexts when headquarters spend most of its energy managing transnational organizational interface issues.
Consequently, corporate cultures which create internal competition by heraldinf personnal expertise regularly find their development and success limited by their incapacity to develop real systemic operational "interface management" competencies at all levels of their organization.
Beyond communication training and personal development programs and methods, modifying systemic interface management on an organizational level is a collective transformational process that can very successfully be accompanied by an organizational coaching approach. Starting with your executive team or the top 70 key players in your organization, we can coach your company through a fundamental systemic paradigm tranformation that will help it capitalize on the potential added value to be gained from really effective transversal interfacing.
ORGANIZATIONAL COACHING IN MULTICULTURAL CORPORATIONS
Depending on the issues and needs of a national (exporting), international, multinational or multicultural organization, a systemic organization coaching process may also concern work regrouping multiple export, inpatriate and expatriate teams and networks, international branches and divisions, strategic development teams and representative offices.
An organizational coaching process to develop internationalism and transculturalism can also help design international and crosscultural transversal project teams to develop a really multicultural approach, capitalizing on diversity, to boost company innovation and measurable successes.
Whether on a national or international level, the success of an organization coaching process in a multicultural context is measured by a radical increase in company-wide lower level transversal operational cooperation. This increases lower echelon responsibility and accountability. A second obvious result of systemic organization coaching is the developement of a company-specific "metacultural" coherent identity. This corporate identity creates a strong cement that helps align the whole system towards reaching organization goals.
To hear more about organization coaching, to obtain client references or to meet a coach from our network, contact us.
The following in-house group coaching and supervision program has been designed to develop operational effectivemenss across all possible boundaries existing within organizations. It has been successfully implemented to accompany project leaders and middle managers in a number of corporations.
A "management supervision group" process is creatively designed to model a network structure and its collective developmental process over a reasonable lapse of time (one year min.). These flat "learning environments" are structured as "systemic learning networks" and their goal is to perdure over time, in a self-managed fashion. Their creative and original network structure and processes are detailed below. Within these co-coaching and co-learning mentoring environments, participants can indifferently choose to develop their executive, management, team leadership, followership and teamwork skills with a very practical approach, at their own pace.
Since 2001, ongoing monthly supervision and mentoring groups for executive and team coaches have been designed and led by Alain Cardon. These "systemic" mentoring groups have inspired the creation of the "management supervision groups" and mentoring groups today proposed for managers, presented below.
Management co-coaching and co-learning within "management supervision groups" aim to develop confirmed leaders, managers and executives in two principal dimensions:
- Develop professionalism, creativity and pleasure in their executive, team leadership, followership and teamwork competencies. Most these competencies can be coached and developed much more practically in a group context.
- Boost their capacity to strategically develop their sales, their marketing, their products, their success strategies, their solution-centered and success-centered "business sense", each within their operational field.
In these two dimensions and over a year-long cycle (one day per month) "management supervision groups" aspire to become "learning networks" or teams for each participating executive, leader and manager.
- These groups are resolutely practical and operational. Each participant develops leadership competencies, executive competencies and team-player competencies through continuous modeling and behavioral practice.
- They are co-learning experimentation environments where new managerial skills and executive stategies are actively tested rather than presented.
- These groups' structure and processes are designed to question, challenge, test and drive each one of its members to stimulate personal and professional growth and development.
- The group members practice positive confrontation of their differences and respect their diversity of background and approaches.
- For each manager and executive, these supervision or mentoring groups are also personal sharing and professional support network.
The structure of management mentoring and supervision groups is designed to permit multiple applications of Systems Analysis (further developed below) applied to the practice of executive leadership, team management and teamwork competencies.
The management supervision groups are not limited to the use of any one theoretical or conceptual field. It accepts and integrates all the participants' prior practical and theoretical training and approaches that apply to their executive and management practice and communication skills.
It is understood that within management collective coaching and mentoring groups:
- all work demonstated by each participant and
- all reference to precise organizational issues and situations
remains strictly confidential.
Futhermore, the management collective coaching and mentoring groups accept and apply the coaching profession code of ethics as defined by the International Coach Federation.
ORGANIZATIONThe structure of management supervision and mentoring groups is « semi-open » :
- Each participant commits to a first ten-day cycle (one day per month over a year's lapse of time, on tuesdays and/or thursdays), and can prolong by any number of five-day supplementary commitments. The calendar is determined by the participants, a year ahead of time.
- It continuously accepts new members (on a rotational basis) with a maximum limit of fifteen participants.
The operating process of management collective coaching and mentoring groups is "emerging", delegated and evolutive.
Supervision group processes, operating principles and rules, and a good part of its day to day organization are co-defined by its members and are principally centered on the performing development of their executive and teamwork competencies.
These processes, rules, and operating principles are evolutive as they can be modified in the course of time depending on the group's maturation, the appearance of new objectives and issues, the arrival of new members, the definition of new work models.
Each management mentoring session is managed under the shared responsibility of all its members. This can concern:
- arranging for a work location,
- bringing real-life management, teamwork and leadership supervision and mentoring issues,
- coaching these management, leadership and team coaching and mentoring issues, and sharing commentaries and options for future development and improvement
- moderating the day's work and co-managing the group process
- moderating and/or coaching collective sequences concerning the group's processes,
All these responsabilities are assumed by each participant in turn on a volunteer basis and occur within the management group coaching and mentoring context.
Each each manager participant is fully responsible for his or her own learning process. This includes:
- the intensity, the rhythm and the content of their work
- proposing management, leadership and team real-life situations for group supervision
- their comprehension and the content of their personal conclusions following each coaching and learning sequence.
Each is therefore invited to be fully responsible for the consequences of their perceptions and communication, for regularly expressing their needs and for their professional choices.
Furthermore, each is invited to actively participate in the group "co-management" process, to ensure its performance and the respect of its operating principles proposed by the group supervisor and validated by each and everyone.
"Management supervision groups" operating principles rest on a shared strategic and "systemic" collective process. A Systems Approach structure permits the integration of individual and group work on several different levels:
- First as a diagnostic and developemental tool that can be applied to each "real life" management or team case study or problem proposed by any one or group of participants.
Case study or problem proposed by a participant.
- Second as a diagnostic and developmental tool to propose strategic options for the future management practice of the participant who proposes the case study.or problem for supervision or mentoring.
Strategic options for the participant who presents the case or problem.
- Third as a diagnostic and developmental tool to deliver future options to the 'here and now" manager coaching the participant to help clarify his or her management or team "real life" case study or problem.
Supervision or mentoring of the participant's coaching manager within the Meta-management environment.
- Fourth as a diagnostic and developmental tool applied to the Meta-management process and group, a metaphor of a "learning network" or team within peer or hierarchic relationships depending on situations and perceptions. This level permits a continuous reflexion on the operating modes of the management mentoring process and guarantees it's potential for evolution.
Questioning of the management mentoring group operating modes as a metaphor of team processes
- Fifth as a diagnostic and developmental tool applied to the supervision and modeling proposed by the group supervisior, and to search for new creative management and teamwork options for the future of the participants' profession.
Group supervisor and coaching practice level
The analysis and integration of all these different levels permits:
- The simultaneous application of Systems Analysis in multible related realms revealing numerous parallels characteristic of a systemic management practice.
- The discovery of numerous options for development of each participant's future practice in both management and team player situations.
This learning process is profitable both on a personal and professional level for each participant. It concerns all potential management and teamwork interpersonal interfaces within the Meta-management mentoring group as a "learning environment" network or team.
THE "LEARNING TEAM " ENVIRONMENT
As the interaction between these different learning levels demonstrate, the management supervision and mentoring group is designed as a coherent evolutive whole. It is the equivalent of a learning "network team" structured to permit experimentation, modeling and personal development through a permanently evolving collective process.
In that light it's seasonal and life cycles, its operating modes, its internal processes and the complexity of its contunuously reconfigured internal interfaces make it a collective "systemic experiment" that permits:
- The exploration and learning of diverse approaches and techiques for breakthrough management and teamwork practices.
- Numerous opportunities for management and team development in a collective coaching and mentoring context, for each participant to professionally experiment and grow.