Culture Strategies: coaching, teaching, and negotiating a FOCUS on success... #CultureROI

#FOCUS2020 #CultureROI

In the publication City of Companies, multiple elements of applied-research, applied-learning, and applied-leadership are examined. These form the foundation for applied professional sciences, an emerging field impacting professional coaching, negotiations, and research professionals. This article outlines the relationship between three fundamental skills that define a culture of leadership within a successful organization.

Drawing from research conducted with over 3000 companies and thousands of HR professionals representing over 30,000 employees in the City of Companies, a framework for coaching, facilitation, and negotiations was created and measured against employee and team performance KPIs. The findings, collectively, form the basis that through applied-research and applied-learning, individuals create an ecosystem for applied-leadership that transform people and cultures.

These systems are humanistic in nature. Humanistic psychology emerged in the late 1970ies as the third force in psychology. With its focus and emphasis on forward looking performance and experience, it has come to be incorporated into the applied-professional learning and research standards for accreditation. As the only segment of psychology looking forward, it provides a model for the cultivation of desired performance and experience states. In the field of learning this is defined as mans capacity to shape the future. ... ...

With 2020 in focus the City of Companies: personnel strategies to link people, culture, and technology is examined against the featured publication: FOCUS 2020: the rise of the "organic-machine" an examination of artificial intelligence in organizational development. This article focuses on a summary of the basics of applied-leadership, and output of applied-research and applied-learning, that requires three key skills: coaching, teaching, and negotiating. These skills PROVEN to focus and unleash talent in a forward-looking, success-minded, and profitable (or prosperous) direction for the organization:

Organizational Strategies: To Negotiate

One of the most in demand skills in organizations as we near 2020 is negotiations. With only one international certification (CPN), negotiations is at a critical juncture. While negotiations is a skill often used by many people - whether they recognize it or not - the basic premise of negotiations (unlike coaching) is 1:1 representation of many. In a management or leadership context, however, you may also find yourself negotiating to navigate teams toward a mutually aligned and desired outcome, despite competing resources.

Negotiations are a collaborative process that is different than coaching. The objective of negotiations really is navigation toward an established outcome. The focus and process for collaborative negotiations is to help people zero in on the core agreements, to leverage their strengths, and seek win-win outcomes. Coaching, like the other industries examined previously, is the first step in negotiations. A negotiator must be adept at asking questions and listening. This is fundamental for hearing the unifying strengths that can be leveraged to move groups of individuals toward a common goal - a culture of leadership.

A negotiator is also a master at creating a depiction, or dossier. They listen intently and can literally know who they are negotiating with so well, they can write their resume. They effectively-evaluate – even using tools based on their perception to complete assessments – their counterparts. In an organizational context, when negotiations is used as a skill a leader will use negotiations to move multiple teams toward agreement on a shared vision, a focused-objective, a collaborative single agreement that all will commit to prioritizing.

The process of negotiations mirrors both the applied-learning process, rooted in the understanding, analysis, and creation of a focused agreement, and it entails working with more than one person (a coach will work one to one; a negotiator often works one issue impacting many, increasing the importance for negotiations to be strength-focused, forward-looking and collaborative in their method). The effective negotiator also follows the applied-research method, with special attention to the Speed of Patience Principle... ... ... More on negotiations in "City of Companies"

Culture Strategies: To Teach

In an applied-learning, applied-research, and applied-leadership environment teaching is to learn; as coaching is to understand, first. Therefore, facilitation and coaching really are one in the same. The same is true with applied-research in that teaching requires defining the shared experience, teaching it free of any one participants opinion – facilitating to ensure diverse participation, fair representation, and collaborative exploration, discussion, and development of ideas, goals, or desired outcomes. Therefore, to teach it to coach, but it is also to navigate and negotiate group facilitation in learning and research to clarify and define a shared collaborative perspective.

Within an applied-leadership model, to teach is to ensure plays a role to keep the groups focused on their autonomous objectives, but also their collective commitment to the system-wide whole. This is essential for a working system of leadership and where virtually every other model fails to deliver. Unlike negotiations that will often focus on moving groups of separate (but inter-related) groups of people toward one unified strategy through the creation of a culture of leadership, teaching focuses on a leader seeking to create a platform where all team members engage to learn with the leader teaching them desired outcomes, and the team learning (together) collaborative ways to achieve the outcomes.

All too often in organizations, teams do not seek to link people, performance and teams - this is a failure to teach. By opting to be a teaching-leader, or a scholar-practitioner, FOCUS is less on individual ideas and more on diversity of thinking to attain the specific goals. Further, like coaching provides accountability, teaching provides a framework of raising the bar to improve outcomes (not reducing standards to complete the job). Leadership as a culture requires the ability for an individual not only to negotiate toward collaboration, but to effectively balance the time to teach, the time to coach, and the time to take action by modeling the way, encourage, empower, challenge, and otherwise lead by example.

People Strategies: To Coach

Contributed By Barbara Wainwright, MCC, PL.d

           Barbara Wainwright is to coaching as Tony Robins is to motivational seminars. Working with a team that originated Silvan Learning Seminars, under Barbara’s direction, a method for coaching was born in 2005. It grew to become the largest body of independently certified professional coaches, and to this day remains the only body that is independently accredited. This body, now the Strategic Learning Association of Applied Life Science (ALS) professionals, works to ensure the ethics, standards, and application of coaching fundamentals are earned by anyone calling themselves a coach.

Professional coaching is multifaceted. The most important thing a coach can do for a client is to help you get clarity while providing the framework for success and accountability for progress. A coach can only be certified as a professional coach through an independent applied-learning process through www.strategiclearningalliance.org. A certified coach can assist individuals, groups, or teams gain clarity on:

• who you are at your core?
• what you want to accomplish?
• where and with whom you would like to do it?
• and the steps you are willing to take to get there?

Professional coaches have the privilege and responsibility of empowering, encouraging and motivating their clients to identify their goals and objectives, develop plans and action steps toward personal development, self-empowerment and meaningful achievement. They do this through simple, unbiased questioning, while deploying very subtle techniques to “replay” your personal or team plan.

A successful coaching experience creates sustainable results, both during the coaching process and for years to come. The progress of clients will be measured as their goals and objectives are achieved. A great professional coach:

• Is a good listener
• Is nurturing, compassionate and caring
• Asks contemplative questions
• Knows how to motivate and inspire
• Has high ethical standards and behavior

The Goals of a Great Coach are to:

• Clearly understand their clients’ vision, needs, and objectives.
• Engage clients consistently to empower them to LEAD
• Depict-back accurate client vision statements, not consult.
• Ensure clients are nurtured and motivated to achieve their goals.
• Provide the framework for accountability and measurable results.
• Celebrate the victories with their clients.
• What Is The Difference Between Coaching, Consulting, Therapy and Mentoring? Coaching is about empowering your client by asking questions, facilitating strategic planning and monitoring tactical execution. Therapy is about helping your client by listening and offering advice and sharing coping skills. Consulting is about having all the answers and solutions to help your client with a specific task. Mentoring is a combination of coaching and consulting. As a mentor, you will empower your mentee by asking questions, sharing valuable experiences, giving advice and directions for success.

All four of these disciplines require great listening skills. Therapy, Consulting and Mentoring all require great knowledge to be shared on the topic that is being discussed. Coaching on the other hand, requires the ability to ask contemplative questions that will help a client to better know themselves.  To recap:

• Coaching focuses on listening first, with intent only to learn by asking questions.
• Therapy is about listening with intent to providing healing advice.
• Consulting is about listening and offering solutions.
• Mentoring is coaching and consulting and giving advice.

MORE AT CITY OF COMPANIES: Linking People, Culture & Technology a prelude to our FOCUS 2020 publications!

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