Systemic coaching of an entire organisation provides the impetus for boosting performance and results in a pragmatic way. The systemic approach is based on the assumption that every part of the system reflects the whole system (fractal theory) and that the change of a part of the system will inevitably impact the entire system. The pragmatic approach is based upon an acute observation of the processes and the interfaces in order to identify pilot teams and some levers for action.
I coach organisations in various contexts, ranging from growth context to crisis context depending on the situation the organisation must deal with.
When I coach an organisation in a growth context I usually propose the following approach:
- Preparatory meeting with the executive committee: this meeting aims at enabling the leading team to identify the core topics that must be handled first in the organisation (shared vision, strategy implementation, alignment process, cohesion between teams, culture change, etc.), to assess the level of accountability within the executive committee with regard to each of these key topics, to set up an agenda, to identify key players and to define the roles of every executive in the subsequent stages.
- Collective coaching of all the key players: this coaching consists of a global meeting with all the key players of the organisation. The meeting is organised early in the process for the sake of openness and process optimisation. It entails a rise in cohesion, performance and coherence around a common vision and enables to identify the pilot teams that will operate the first breakthroughs.
- Coaching of the pilot teams: pilot teams are organised groups of people who want to take an active part in the transformation of the organisation. The coaching directly takes place at the level of work topics and activities of each of these teams thanks to an appropriate work on interfaces and processes. The coordinated success of these teams massively backed by the executive committee sets the entire organisation into motion.
- Follow-up of the pilot teams and the organisation: a sustaining coaching for the pilot teams and the rest of the organisation enables to maintain the organisation in motion, to strengthen the benefits, to correct some actions if necessary, and to amplify the positive effects throughout the whole organisation (see Sustaining coaching).
When I coach an organisation that is facing a "crisis situation" I take heed of the type of crisis:
- Exogeneous crisis: when the organisation faces a crisis of which the causes are outside its realm of influence (hostile takeover, acquisition or merger by absorption, loss of critical contract, etc.), the coaching aims at helping the organisation create its "survival kit", manage the emotional aspects, to reinforce cohesion across the teams, to set up an action plan and a reliable dashboard, and to stay the course.
- Endogeneous crisis: when the organisation faces an internal crisis (restructuring processes, collective redundancies, interpersonal conflicts, mobbing, suicides, etc.), the coaching aims at setting up a crisis unit, dealing with the emotional aspects, identifying major issues and their possible resolutions, analysing their systemic effects, establishing a roadmap and implementing it with a reliable feedback assessment tool.
Duration of a corporate coaching varies from two to five days per month, spread on a period of 1 to 3 years depending on the context. Corporate coaching also includes some team coaching and some one-on-one coaching for key players .
For further information:
Marc De Wilde
Executive Coaching & Corporate Counsel
Avenue des Croix du Feu 25
B-1410 Waterloo - Belgium
Tel/Fax: +32 (0)2 332.32.11
Mobile: +32 (0)473 94.21.47
E-mail : firstname.lastname@example.org