With the pandemic situation we are experiencing, the global world has moved even closer together, and the pace of individuals, teams and organisations seeking competitive advantage has increased. Effectiveness is now measured by the ability to adapt which must be a constant, and the precious pearl of companies is knowledge (i.e. People) which allows them to be at the forefront when stimulated and framed.

his new paradigm in the management of organisations draws attention to the measurement of effectiveness not only through performance, but also through the willingness of their People and Teams to continue to "wear the same jersey" and meet their needs. This paradigm is thus changing the strategy in people management and the approach to leadership in organisations.

People need to be supported in finding the purpose of their tasks, in understanding interdependencies, and in perceiving the benefits of belonging. Leadership is responsible for providing them with this discovery of meaning and stimulating them in their development.

While leadership is a crucial element to organisational performance and outcomes, the followers of leaders, their colleagues, their teams, the work environment / context and culture, will need to come into the equation when leadership effectiveness is required.

This new paradigm starts to encourage leadership to use different roles in different contexts. This leadership will be a catalyst in promoting meaning and purpose, satisfaction and viability, with People, Teams, but also in a process of self-discovery.

At a time when digital is the primary context, rapid information gathering and processing, rapid problem solving and rapid adaptability will make the difference. Leadership will not only be the individual leader who carries specific knowledge, skills and attitudes. Leadership is more complex as it must consider all the dynamics (individuals, team, organisation, environment), which will contribute to effectiveness. Thus, leadership must include different functions adjustable to specific circumstances. One of these functions is heralded as coaching.

Coaching cultures are, then, organizational cultures in which leadership uses coaching functions from the top down. They are cultures that use coaching to promote alignment, meaning and purpose, according to their specific needs, strategic objectives, and career development.

How to know if a company has or is moving towards a coachingculture?

The characteristics of a company with a coaching culture are:

  • Leadership is positive and emotionally intelligent, centred on the whole and driving meaning discovery;
  • Everyone within the company is focused on 360┬░ feedback with no defensive response;
  • Teams are emotionally involved and full of energy;
  • Learning happens, decisions are more effective and change is faster;
  • HR processes and systems are aligned and integrate coaching concepts in their definitions and operations;

The organisation has a common coaching practice and language.

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