Coaching People through Organizational Change: Practical Tools to Support Employees through Business Transformation

Description

How can I coach employees effectively when business change is constant? What tools and techniques can I use both in-person and remotely? How can I reduce the stress caused by business transformation to boost productivity and wellbeing? Coaching People through Organizational Changeis a practical guide for professional coaches and managers alike. It is specifically designed to support those coaching employees during uncertain times in a new world of work which is in a constant state of flux. It outlines what organizational change is, the different forms it can take and how to use evidenced-based coaching techniques to support the delivery of lasting business change. It will help those coaching to develop a greater understanding of how the brain makes decisions and adjusts to change and provides practical advice and guidance that can be used to deliver the most effective coaching intervention. Including over 20 tools and frameworks each supported by a suggestion for what type of organizational change the activity is best suited for, this is invaluable reading for anyone responsible for coaching and talent development whether as a professional coach or a line manager. Including country-agnostic advice that can be used with employees both in-person and remotely, this book will help to reduce stress and presenteeism and to boost productivity, performance, resilience and wellbeing. Cover Contents Foreword Preface Acknowledgements About the authors 01 Organizational change in context Introduction Global trends and change Organizational change Making change happen Conclusion References 02 Acquisitions, digitalization and regulation: The change giants Introduction Acquisitions Digital transformation and its role in organizational change Regulatory compliance Conclusion References 03 Coaching in a change context Introduction The relevance of coaching for change practitioners Defining coaching and mentoring Can anyone be a coach or mentor? Essential skills for change practitioners Potential barriers and how to overcome them The potential pitfalls of giving advice Conclusion References 04 Best practice coaching methods for change practitioners Introduction Contracting, agreements and setting the scene Confidentiality and breaking the confidentiality clause Psychological contract Three-way contract The use of frameworks and coaching models Preparing for a coaching conversation REST What are ethical dilemmas? Potential ethical dilemmas How to avoid ethical dilemmas The relevance of ethics for change practitioners Using coaching models Conclusion References 05 Introduction to Emergenetics® and its relevance to change and coaching Introduction Emergenetics explained How can change practitioners use Emergenetics? How does Emergenetics work? Behavioural attributes and how people show up Thinking attributes and how people think What is each thinking attribute motivated by? No excuses How to recognize thinking and behavioural attributes Communicating with Emergenetics Conclusion References 06 Post-acquisition challenges Introduction Integration speed and timing Integration resourcing and plan The role of leadership Communication Training Client retention Coaching solutions for post-acquisition challenges Knowing when to use an external coach Supporting larger groups Team coaching versus team facilitation Conclusion References 07 Resistance to organizational change Introduction Why people resist change Overcoming resistance Coaching solutions for resistance to change Change and transition models: techniques to coach people resistant to change Conclusion References 08 Business transformation and ambiguity Introduction Meet VUCA, the new normal Tales of the unexpected Learning to live with VUCA Leading the way Coaching solutions for business transformation and ambiguity Who needs support and why? Using Emergenetics to mitigate ambiguity Conclusion References 09 Stakeholder engagement Introduction What is a stakeholder? What is stakeholder engagement and why is it important? Identifying who our stakeholders are How and when: stakeholder engagement Evolving the stakeholder management approach Stakeholder engagement at different levels of the organization Coaching solutions for stakeholder engagement Coaching versus influencing The coaching conversation process Coaching techniques for stakeholder engagement conversations Coaching with ADKAR Using ADKAR and scaling questions during 1-2-1 coaching conversations Facilitated group sessions Conclusion References 10 Making change stick Introduction The definition of success Adoption as a benefit driver Coaching solutions to making change stick Conclusion References 11 Building an internal coaching capability A coaching culture: is it necessary? What is internal coaching? Who is the internal coach? The benefits of developing a pool of internal coaches to support change The practicalities of introducing internal coaching Training the internal coach Training syllabus Avoiding common pitfalls of developing an internal coaching capability Hybrid working and coaching Conclusion References 12 Techniques to coach people through change Introduction Managing resistance when asking questions Levels of challenge and complexity for each technique Level of complexity explained Where do these techniques originate from? Who can use these techniques? Preparing for your conversations Technique 1: a walk in the park Technique 2: C-I-A model – Control, Influence, Accept Technique 3: Circle of Concern and Circle of Influence Technique 4: time line Technique 5: AIR your feedback Technique 6: Neurological or Logical Levels Technique 7: the change cycle Technique 8: Bridges’ transition model Technique 9: Johari Window – communication and feedback tool Technique 10: Disney strategy for team and group coaching Technique 11: the Drama Triangle Technique 12: The Empowerment Dynamic Technique 13: Perceptual Positions Conclusion References Appendix A: Stages of EMERGE: how and why to use them Appendix B: A framework for coaching conversations: guiding principles, core values and essential skills Appendix C: Techniques to coach people through change matrix Appendix D: Change certification Appendix E: Coaching certification Index