A Short History of Coaching and Generative Leadership
In the inspiring book by Tim Gallwey , "The Inner Game of Tennis," published in 1972, the concept of coaching was catapulted beyond the realms of sports, resonating with a broader audience. This groundbreaking perspective paved the way for coaching's exponential growth, particularly noticeable in the 1990s. Superstar coaches like Tony Robbins and Marshall Goldsmith emerged, illuminating the path for countless individuals seeking transformation and success.
Interestingly, the essence of coaching echoes through time, from the philosophical depths of Goethe's "Faust" "The true master becomes an apprentice." and Plato's reflections on Socrates "I know that I know nothing." to the Oracle of Delphi in 7th century BC, with its timeless mantra, "Know thyself," popularized in modern culture through iconic films like The Matrix in 1999.
However, I would suggest that the roots of the modern idea of coaching are deeply entrenched in the human potential movement during the 1950s and 1960s. This era questioned how to support human beings in winning a game they find worth playing, shifting the focus from fixing problems to enhancing lives.
Coaching has since evolved into a distinguished profession, complementing counselling, mentoring, consulting, and teaching, and can be described as a relationship between a coach and coachee with the purpose of supporting the coachee achieve his/her goals in a sustainable fashion.
In any game – whether it's in sports, business, or life – the moment I step on the field with the intention to win, coaching can be a tremendous support.
The business world today is characterized by volatility, uncertainty, complexity, and ambiguity (VUCA), which has become the norm. Esteemed institutions and publications like Forbes Magazine, MIT Sloan Management Review, Korn Ferry Institute and the Stanford Graduate School of Business Advisory Council have highlighted self-awareness as the most important capability for leaders to develop.
This is precisely what coaching does. Coaching magnifies this trait, fostering alignment, learning, clarity, and agility, thereby supporting the coachee in becoming a generative leader.
Peter Senge's seminal work, "The Fifth Discipline: The Art and Practice of the Learning Organization," published in 1990, stands as a pivotal text in the field of generative leadership and organizational development. Senge introduces the compelling concept of systems thinking as the cornerstone of his philosophy, which supports the other four disciplines he outlines: personal mastery, mental models, building shared vision, and team learning. The synergy of these disciplines underpins the essence of generative leadership, particularly spotlighting the role of double-loop learning in fostering transformative organizational growth.
The underpinning double-loop learning model that Senge draws upon traces its origins to the groundbreaking work of Chris Argyris, a Harvard Business School professor specializing in Organizational Behavior, and Donald Sch?n of the Massachusetts Institute of Technology (MIT), who were pioneers in 1978. Their collaborative efforts significantly advanced our understanding of organizational learning and management, specifically through the lens of how organizations can evolve by correcting errors (single-loop learning) and, more profoundly, by reevaluating and adjusting their foundational beliefs and assumptions (double-loop learning).
Double-loop learning is instrumental in challenging and reframing the core assumptions and norms that guide organizational behavior. This learning paradigm shifts the focus from merely addressing surface-level issues to cultivating a culture of deep inquiry, feedback, and innovation. Such an environment is crucial for developing the adaptive and creative capabilities that ensure long-term success and sustainability.
At its heart, generative leadership represents a paradigm shift from traditional, hierarchical leadership models towards a more creative, inclusive, and dynamic approach. It champions the creation of environments and cultures that promote creativity, innovation, and continuous learning. Generative leaders strive to establish conditions that encourage the emergence of new ideas, solutions, and perspectives, adapting effectively to ever-changing circumstances and challenges. This contrasts sharply with conventional command-and-control leadership styles, which prioritize stability and adherence to predetermined plans.
Generative leadership fundamentally integrates a coaching approach into leadership practices, redefining leadership as a relational rather than positional role. It champions the principle of resourcefulness over reliance on external resources. The journey toward generative leadership is more than adopting new behaviors; it's about embracing a philosophical shift that involves asking profound ontological questions and taking responsibility for the role one plays in shaping their reality.
Instead of initiating with the typical "What do you want?" question, which naturally leads to goal setting, or probing with Simon Sinek 's "Why?" to delve into motivations, or even beginning with "How do you get there?" that directs the conversation towards strategy and action planning, this ontological approach introduces a different question. This inquiry stands out because it doesn't immediately create forward movement but is remarkably effective in fostering self-awareness, which is crucial in today's business and life landscapes.
This ontological approach advocates for starting fundamentally with "Who are you?" as underscored by the title of Marcus Marsden, PCC 's second book, "Start with Who." Interestingly, addressing this question can yield profoundly different responses to the subsequent what, why, and how inquiries.
It's the essence of the commonly known phrase "thinking outside the box." By engaging in questions such as, "Who am I, and who have I decided I can become?" I redefine the playing field. These kinds of questions allow you to examine the underlying rules that define each game and open up the possibility to reshape the game we play.
To give you a taste of what this could look like, consider this:
Who has decided that in a game, for one team to win, another must lose? What if a win-win scenario were an option?
What if you could enjoy great health, a wonderful family, and a successful career simultaneously? What if you could be strong and powerful yet open and vulnerable?
What would be possible in your life? And what difference would it make to the people around you?
Incorporating coaching principles into one's leadership approach fosters a mindset of innovation, resilience, and deep connection. This not only enhances leadership effectiveness but also empowers others to realize their full potential. Embracing the principles of generative leadership with its fundamental ontological approach is a significant step towards building an adaptive, innovative, and flourishing organizational culture.
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Cybersecurity Leader | Personal and Professional Coach (ACC, NCC, NCSC) | Neurodiversity Champion
7 个月This is an awesome article. I appreciate the nod to ontological coaching. Thank you!
Global Executive Coach | Improve Your Presence, Confidence, Health, Happiness & Leadership | Reduce Stress | ICF Mentor Coach
7 个月Sebastian Schick what an excellent, well-researched summary of both the roots of and the power of coaching in the leadership space. I especially enjoyed that you reference Senge's foundational work in The Fifth Discipline. My then-CEO introduced that book to me when it was published, and we used the five disciplines to drive a cultural transformation that was, in many ways, my introduction to coaching. He also set the framework for Leadership (Self --> Team --> System) that later showed up in Goleman's Emotional Intelligence in 1995 and is now the primary lens we use to work with leaders (start with self, right?!)
Leadership Facilitator I Executive Empowerment Coach & Consultant | Keynote Speaker | Best-Selling Author
7 个月Great article with great insights!
Sch?ne Anregungen Sebastian. Jens Corssen sagt oft, es geht darum, das innere Spiel zu gewinnen.
Managing Partner of The Works Partnership, The Coach Partnership and Sarius Performance. Author of Start With Who. Co-author of Fit To Lead.
7 个月A great overview of the development of experiential learning and development.