Creating Coaching Cultures

Change has Changed

I remember learning Lewin’s model of change in my Psychology 101 class. The model has three steps to describe the change process: Unfreeze, Change, Refreeze. I think global warming has hit organizational change, because nothing seems to freeze anymore.  Change is now a constant; a fluid process we need to learn to flow with or we will surely drown.

Coaching-based leadership is like swimming lessons for leaders. It teaches them how to move with, and even grow and develop in, the constant state of change.   When leaders take a coaching approach to the change process they open up their thinking – and the thinking of others – to find new ways of responding to their ever-changing environment. 

When people do not feel equipped to deal with a situation they can become frightened and rigid.  For example, people who don’t know how to swim don’t tend to like spending time on the water.  What we often call “resistance to change” is just fear being expressed in a very rational way. People who don’t feel they can keep your head above water during the change process will do what they can to avoid the situation or stop the change.

The Fundamentals of a Coaching Culture

I just returned from a terrific conference for master coaches were we had the opportunity to be in dialogue with Brian Johnson, the creator of PhilosophersNotes. If you aren’t familiar with Philosopher’s Notes I highly recommend that you check it out.  Tag line:  More wisdom in less time.  Brian has summarized the “big ideas” from one hundred self-development books into six-page PDFs and 20-minute MP3s, where he shares his insights with a joyful and infectious enthusiasm.  

One of the “big ideas” Brian shared at the conference that particularly resonated for me was the reminder that its consistency around the fundamentals that separates great performance from the merely good.  Great performers in all areas give their attention and focus to mastering the foundational skills upon which their performance is based.  I know this from my experience as a dancer.  There’s a reason every dance class begins with bar exercises – whether you’re just starting out or are a professional dancer – you begin with the foundational skills. 

That got me thinking about the “fundamentals” for a coaching culture.  What are the foundational things that an organization needs to do consistently to create and maintain a culture where ongoing development, collaboration and creativity are part of the essential ethos of the experience?

Here’s my list:

Listen for meaning

The old adage that you will hear what you listen for is true.  Most organizations I’ve encountered have very poor listening habits.  Most are lucky if they listen well enough to accurately glean the information that is being conveyed, let alone the underlying meaning that is always present but rarely perceived.

Asking the Big Questions

Our lives are, in many ways, defined by the questions we are willing to ask and answer.  What’s possible?  What’s getting in my way?  What is truly meaningful?  It’s when we are willing to challenge some of the foundational assumptions that form the underpinnings of our lives that we discover new possibilities.  

The same is true with organizations.  Organizations can get locked in a stranglehold of their own assumptions about how things are and therefore must be.  They collectively say things like, “We are nice,” or “We are all about action.”  Often this way of being has become so familiar that they barely even notice the true impact of choosing to be this way, or the very fact that it’s a choice at all.  It’s “just the way things are.”

The Atlas Complex

One of the first lessons that coaches need to learn is that they can’t carry the weight of the world on their shoulders.  Often, with their deep desire to make a difference, coaches will take on responsibilities that rightfully belong to their clients.  When clients don’t take the actions they committed to take, coaches may feel like their coaching “weren’t good enough.”  Rather than calling the client on the broken commitment, they may feel guilty or inadequate as a coach.  And then they try even harder.  This doesn’t serve the client or the coach.  

The same dynamic shows up for imaginal cells -- people who are guiding organizations to evolve to coaching cultures. (See the 09.09.09 blog entry, Invitation for more information on imaginal cells.)  People who are guiding these large change efforts can burn out quickly if they are not effectively engaging their organizations in the transformation process.

Here are some signs that you may have an “Atlas complex” – the desire to carry the weight of the entire change effort on your back:

• You find yourself cajoling people to take any kind of action – and then picking up the pieces when they don’t, rather than having a deeper conversation about their commitment to create meaningful change
• You feel overwhelmed by all of the activities you’ve got going and underwhelmed by the response from the organization
• You seem to care about creating change a whole lot more than almost anyone else, and at times, this may make you feel upset, misunderstood and / or unappreciated

Invitation

As the CEO of Cylient I often work with people who are keenly interested in evolving the cultures of their organizations to be more flexible, collaborative, responsive and vital.  Places where people feel valued and inspired to contribute their creative energy towards achieving something that makes a difference. 

I call these people who seek to create cultural change “imaginal cells.”  Imaginal cells are the cells that begin the “rewiring” process that changes the DNA of the caterpillar to transform into a butterfly.  The first imaginal cells begin to find each other and clump together, creating a threshold for change.  See this link for a more detailed explanation of the role of the imaginal cell in the transformation process:  http://www.cadi.ph/Editorials/Editorial_Butterfly_Effect.htm

Imaginal cells can reside in many different places in organizations.  They are not necessarily the most senior people or the recognized thought leaders, although they may play those roles.  They are the people who see that how we’re working isn’t always working.  And they want to do something about it.