Coaching field

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FIELD OF PRACTICE
FOR COACHING
DESIRED BEHAVIORS
IN THE ORGANIZATION

What behaviours do the
employees in the organization
consciously practice?

What behaviours are validated, reiterated,
multiplied in the organization? Are these the
behaviours that serve to achieve the business
goals? Do they serve the desired results in a
sustainable manner or do they create also
results that nobody wants?

 

 

 

Imagine a football team that expects to have high, sustainable performance every year, when players only participate in matches. Do not train. What results will they get? Imagine a theatre band that puts on a stage without rehearsing in advance and who wants a full-house season with every show. How do you think they will manage? Or an orchestra that performs concerts without rehearsing in advance? How do you think they will sing together?

Musicians, actors, athletes live in this mentality of continuous practice: in sports, music, you train at least 80% of your time to perform on stage or stage, 20% or less of the time on stage or on the field. With all these examples around us, in the organizational environment, we expect teams and employees to succeed in an increasingly complex and dynamic environment, without practice.

Without practice there is no learning. We need repeating stages, labs  and practice grounds in the organizational environment.

Organizational coaching fields are the days or hours when a team or a group of employees practice the behaviours that ensure their success in their action environment (achieving the results they really want) and / or simulate the work process they will do together.

The idea of practice grounds comes from a simple logic: it is very hard to learn something new without the opportunity to put it into practice.

In the current organizational environment, when we talk about learning, the first picture that comes to mind is the one of a classroom and a trainer. Preferably a good one who has already experience by being in business. But the classroom brings a lot of scholasticism, the classroom does not evoke much of the learning spirit – I am referring here to the learning that changes us, brings us new behaviours, not just the accumulation of information. The classroom brings a lot of passivity in the learning process, the focus is on listening and thinking, not doing. For many of us, the image of the classroom brings with it the emotional luggage lived in school, consciously or unconsciously, where we were often valued and rewarded with good grades only if we had the answers that the teacher wanted to hear or if we avoided mistakes one way or the other, or if we stayed well behaved in our seat during classes.

Real learning, the one that transforms us, is defined by trying new ideas, experimenting with new unique behaviours, mistakes as many as possible, for the purpose of perfection. Training grounds, rehearsal halls offer this type of environment: people who are actively experiencing what they want to learn. They make mistakes, stop, reflect, try again in a new way, talk about what goes wrong and what does not work, gradually develop an enhanced capacity to perform, develop their personal craftsmanship.

Creating ground for practice and setting a rhythm of reflective practice is a successful strategy in organizational learning and sustainable change.

1. HOW CAN YOU IMPLEMENT A PRACTICE GROUND? HOW DOES THE COACHING OCCUR?

The coaching ground in the organization is a space and time allocated in a coherent way and focused on engaging the behaviours necessary to achieve the desired results in the organization, team, department.

Relevant principles in implementing a training ground:

Predictability – Allocating a day or an hour, predictably, in a one-year or longer cycles, at a rate that supports learning the desired behaviours.

collective and individual learning – in the training sessions both team level (collectively) and individual level learning are facilitated. Learning objectives are aligned with business goals and result from them, are aligned with the personal craftsmanship of each participant.

collective leadership and autonomy of the practice community – training sessions develop specific behaviours of leadership, self-management and self-organization and accountability for learning and performance

the co-created learning environment involves the gradual implementation of several components that facilitate clear and autonomous thinking, the action having in mind the whole system (systemic thinking), strategic thinking

the co-created learning environment involves the gradual implementation of several components that facilitate clear and autonomous thinking, the action having in mind the whole system (systemic thinking), strategic thinking.

Coaching and simulation practices and processes are simple and easy to multiply in every day activity outside of the training ground, both at the individual and team level.

Necessary steps for implementation

STEP 1

a conversation with the sponsor and /
or the participants (their representatives)
setting the learning objectives, desired
behaviours and measurable results. In this
conversation we set the framework, we align
ourselves in the process and in what steps
we monitor progress, set the rhythm and
other relevant issues.

STEP 2

coaching sessions within the agreed
framework (sessions can last 1, 2 or 3 days /
month, but not less than 4 hours / month)

STEP 3

to monitor progress in the middle of
the process and set the next steps

STEP 4

at the end of the coaching cycle (1
year) we monitor progress on the achieved
results and establish the next level of learning
for the participants

This process can be carried out with coach accompaniment in all training sessions or in just a few sessions to stimulate learning autonomy.

 

 

2. WHAT ARE THE POSSIBLE RESULTS?

We have introduced practice ground in diverse organizations, simple behaviours related to the practice of coaching skills, for example, for all managers in the organization or simulation of relevant processes: sales process, decision making process, budgeting process, performance management process. The results we have noticed have been both at the level of a group of people (practical and new ways of action), but also individually achieved results (successful risky actions, changing concrete behaviours, truly desired results), reflective, questioning practices that no longer serve in reality, clear thinking, new solutions and perspectives, increased engagement and commitment.

BOOK A CONVERSION FOR SETTING THE
COACHING FIELD IN YOUR ORGANIZATION NOW!

Together, we can create the best framework for your team’s or colleagues’ training,
in a conversation of 1 and a half hours, over the phone or face to face.