Based on the Obolensky readings, coaching does represent a challenging but powerful tool with regards to leadership and strategy, as he writes coaching can bridge the divide between tell/sell practicies of the leader taking point and the involve/devolve practices of the follower taking lead. Additionally, Obolensky writes that coaching is a means of moving subordinates towards a Level 5 level of followership (Obolensky, 2010). In short, coaching is part of what enables an organization to move beyond one or two highly skilled individuals to building a cadre of capable people that can work together as a team towards (ideally) established goals and objectives. Thus, it is arguably a critical piece that spells the difference between the organization plateauing, and continuing to be successful and fruitful over the long haul as times change and people move through the organization.
As for how successful coaching can make a difference in a given organization, while the scope and exact impact may vary with a given circumstance, effective coaching can help maintain quality performance, break any potential jams in thinking, or in a case of following the GROW model (Goal, Reality, Options, Will) a coach can help a subordinate or the organization reach higher levels of performance and achievement (Obolensky, 2010). The coach, as an outside voice that the client has reached out to in the context of the prompt, may be in a better position to get past any preconceptions or biases the client might have if they worked only with perspectives from their own organization, and may also highlight options the client may have not even known they had.
To me personally, I admittedly haven't thought much about reaching out for coaching. However, my unit and other units I've worked with are proactive in providing opportunities for professional development and mentoring opportunities. I go to these events sometimes, but on reflection I have to admit I don't seek a great deal of coaching. I suspect this is partially due to my propensity to solve problems on my own without seeking help, in line with the ISFJ personality type I learned about in another MSLD course. Considering the argument made for coaching, it might behoove me to seek it out in order to gain additional perspectives and further my own development.
Organizationally speaking, I'm not sure if there is much more we can take from the discussion, as regular feedback and mentorship mechanisms are firmly in place. However, there has admittedly been more than one occasion where in working with a sister unit, we found them trying to muddle through problems when a different solution set could have well made problem solving easier or even prevented the problem from occurring in the first place. At times we would essentially be solving problems for them, but there have also been times that we would share our knowledge and teach them what we knew, such as letting them know about an asset accounting website that technically needed to be used but was very poorly advertised. My point in this is that although an organization may think they're doing alright, it is entirely possibly they are only assessing themselves from within their own perspective and quite likely are missing any issues that exist within their "blind spots." This doesn't happen regularly, but I would think that being open to outsiders having a look in and sharing where the organization would like to be, it may well help the organization realize performance gains they didn't know could be made. Overall, I think individuals can be well served by embracing coaching, but an entire organization willing to be coached as well may certainly benefit from a fresh set of eyes.
Works Cited
Obolensky,
N. (2010). Complex Adaptive Leadership. Surrey, England: Gower Publishing
Limited.
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