Human capital and organizational development strategies that systematically use developmental coaching to uncover and nurture latent and potential capacity can provide a better means to cultivate organizational futures.
A stream of words flowed through the telephone line. Pat (fictional name), a newcomer to a major international aid agency, had learned by chance that a senior donor government official doubted his competence. There was also Betty, a highly arrogant professional who tried to dictate his moves, Pat’s boss who seemed very detached and several others holding positions of influence that were of concern. The judgements of others seemed to pull Pat apart, dissipating his energies.
In weekly phone calls, Pat and I worked through these relationships one by one, maintaining focus on his role and key functions in the organization. He began working smarter and in better coordination with his team. Ambiguous issues were discussed more consistently with others to gain clarity. Pat’s moral, productivity and team relations improved, as anxiety gave way to self-confidence and trust building.
The approach of most coach training schools is based on adult learning and organizational development theory. Recently, however, an influx of empirical research from the social sciences is beginning to reshape coach education. Through training in cognitive and developmental psychology (e.g. Prof. O. Laske at www.interdevelopmentals.org), coaches can go beyond the skills-based adjustment assistance described in Pat’s case. In evidence-based developmental coaching, socio-emotional and cognitive development assessment provides background for coaches to target questions that challenge clients to probe the limits of their frame of reference, courageously grow into new levels of self-awareness and competent action.
Coaching helped Pat to solidify his role in the organization. Yet if Pat is to develop further and increase his productivity, this stage of realistically balancing his work within the context of other’s expectations must be superseded by a self-authored stage where he engages his tasks and working relationships out of his own internal resources to consistently meet others in a more creative middle ground. Growing into a true capacity for leadership would require further steps beyond these and good coaching could increase his momentum along this path.
Most organizations use a human capital assessment model as part of their hiring process. Previous levels of responsibility, complexity and length of projects, level of budgetary discretion and other measures inform the selection. Still, perfect matches are rare. Enter performance management? ‘Is this person productive in this position’? Answers are usually sought by comparing job description with execution through an excruciating internal evaluation process. Occasionally, coaching will be used to patch over a rough spot. But developmental coaching can do more.
Human capital and organizational development strategies that systematically use developmental coaching to uncover and nurture latent and potential capacity can provide a better means to cultivate organizational futures.
After several weeks of coaching, Pat expressed surprise at how helpful his boss had become. 'Remember when I suggested you ask your boss for assistance regarding division of labour with Betty and your fear of their department interfering with your responsibilities'? I asked. 'Yes, he was very helpful on that' 'Had you ever entrusted him with one of these concerns before'? Light began to dawn.
