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Coaching

Deming’s 95/5 Principle Negates Individual Coaching

March 15, 2024
Alien tech, Article, Business, Capability development, Coaching, Collaboration, Collective psyche, Culture change, Deming, Dialogue, Improvement, Learning, Organisational effectiveness, Organisational Therapy
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Deming’s 95/5 Principle Negates Individual Coaching

In the world of organisational improvement and performance enhancement, W. Edwards Deming’s principles have had a profound impact. One of his most famous principles, the 95/5 rule, suggests that 95% of performance issues are attributable to the system and processes, while only 5% are due to the individual worker. This principle has however not led many organisations to prioritise systemic changes over individual development initiatives. So does Deming’s 95/5 principle entirely negate the value of individual coaching? Let’s explore.

The 95/5 Principle: Putting Systems First

According to Deming’s 95/5 principle, the vast majority of performance problems stem from flawed organisational systems, processes, and cultures. Focusing on individual skill development or coaching would be akin to treating the symptoms without addressing the root cause. Deming advocated for a systems thinking approach, wherein organisations critically examine and optimise their practices, policies, and culture to create an environment conducive to success.

In the context of collaborative knowledge work, this principle suggests that individual coaching efforts will have limited impact when the underlying organisational systems and processes are not optimised for effective collaboration, knowledge sharing, and collective problem-solving.

The Shortcomings of Individual Coaching

Proponents of Deming’s philosophy argue that individual coaching alone is insufficient in addressing performance issues within collaborative knowledge work environments. Even if individuals receive coaching to enhance their communication, teamwork, or creative thinking skills, these efforts will be undermined or rendered ineffective when the systems and culture within which they operate are counterproductive or siloed.

For example, imagine a scenario where knowledge workers receive coaching on effective knowledge sharing practices, but the organisation lacks a robust knowledge management system or has rigid hierarchical structures that discourage cross-functional collaboration. In such cases, the individual coaching will yield limited results due to systemic barriers.

Organisational Transformation: The Key to Collaborative Success

According to Deming’s principle, our primary focus should be on transforming organisational systems and culture to foster an environment conducive to collaborative knowledge work. This could involve:

  • Optimizing communication channels and knowledge sharing platforms
  • Breaking down departmental silos and promoting cross-functional collaboration
  • Fostering a culture of continuous learning and improvement
  • Implementing agile and flexible processes that adapt to changing needs
  • Establishing clear roles, responsibilities, and accountability mechanisms
  • Organisational psychotherapy – enabling the organisation to surface and reflect on its shared assumptions and beliefs

By prioritising systemic changes, organisations create an enabling environment where individuals can thrive and collaborate effectively, minimising the need for extensive individual coaching.

The Verdict: Individual Coaching Has Limited Value

While individual coaching may provide some marginal benefits, Deming’s 95/5 principle suggests that it has limited value in the grand scheme of enhancing collaborative knowledge work. Organisations that solely rely on individual coaching initiatives without addressing the underlying systemic issues will experience suboptimal results and inefficiencies.

The path to success lies in embracing a systems thinking approach, transforming organisational assumptions and beliefs, structures, and culture to create an environment that fosters collaboration, knowledge sharing, and collective problem-solving. Only then can organisations unlock the full potential of their knowledge workers and achieve sustainable performance improvements.

In conclusion, Deming’s 95/5 principle entirely negates the value of individual coaching as a standalone solution for enhancing collaborative knowledge work. Instead, it calls for a fundamental shift towards organisational transformation, where systemic changes wrought through i.e. organisational psychotherapy take precedence over individual development initiatives.

Coaching: Anti-Systemic by Nature

October 31, 2023
Article, Business, Coaching, Culture change
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Coaching: Anti-Systemic by Nature

What is Systemic Thinking?

Systemic thinking is about seeing the whole picture, the interactions, and the interdependencies within a system. In the business context, this means considering how different teams, processes, assets, and strategies all interact to produce the outcomes we observe.

What Constitutes Coaching?

Coaching, by contrast, is a more individualistic approach. It focuses on personal development, one-on-one relationships, and specific skills. The end goal is often the betterment of the individual, whether that’s a manager wanting to improve leadership abilities or an employee trying to enhance a particular skill set.

Why is Coaching Anti-Systemic?

Coaching tends to zero in on the individual, and by doing so, it inevitably takes attention away from the system. When we look at problems or opportunities for improvement from a purely coaching perspective, we’re neglecting how those individual actions or improvements scale to the wider system. In many cases, coaching may even create unintended systemic consequences. For example, coaching an individual to be a more effective team leader might inadvertently increase dependency on that individual, creating fragility in the system as a whole.

Can Coaching and Systemic Thinking Coexist?

Yes, but it’s complicated. While coaching can be part of a broader systemic strategy, it most often isn’t. This is largely because the methods employed in coaching—individual assessments, focused training, and personal feedback—don’t align with a systemic approach that requires a different set of tools: systems mapping, cause-and-effect analysis, and holistic problem-solving, to name a few.

Final Thoughts

Coaching is essentially anti-systemic because it focuses on individual elements rather than the interconnectedness of parts. It tends to create localised improvements but overlooks and even destabilises the broader system. This isn’t to say coaching doesn’t have value; it does, particularly for personal development. But when considering organisational effectiveness and resilience, “working on the 5%” (i.e. on the capabilities of individuals) seems like a fool’s errand.

Mushrooms After Rain

September 25, 2023
Agile, Article, Coaching, Scrum
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Mushrooms After Rain

What’s Wrong with Agile Coaches and Scrum Masters?

Agile coaching and Scrum Master roles have proliferated like mushrooms after the rain. These positions seem alluring, sprinkled with buzzwords and the promise of transforming the workplace. But strip away the jargon, and we’re left with a troubling question: Do these coaches and Scrum Masters genuinely know what’s going on, and what they’re doing? The sad answer, often enough, is no.

Are Senior Managers Supporting Them?

Senior management’s support can make or break the efficacy of an Agile Coach or Scrum Master. Unfortunately, a lot of the time, the upper echelons of an organisation fail to back these roles, turning them into totally bullshit jobs. Without this crucial buy-in, coaches and Scrum Masters operate in an organisational vacuum, making their jobs impossible.

Why Are Teams Skeptical?

It’s not just senior management. Development teams themselves are often less than thrilled to interact with Agile Coaches or Scrum Masters. The reason is straightforward: They don’t see the value. When the so-called Agile experts cannot coherently explain their methods or bring palpable improvements, why should teams give them the time of day?

Confusion: Methods vs. Methodologies

Another concern arises when Agile Coaches and Scrum Masters confuse methods with methodologies. A method is a specific procedure for accomplishing something. In contrast, a methodology is a system of methods used in a particular area of study or activity. Knowing a few Agile methods doesn’t mean one understands Agile methodology. This lack of deep understanding reveals itself quickly, leading to flawed advice and a loss of credibility.

What’s the Way Forward?

The situation is hopeless. Even in the extremely rare case that developers and senior management both lend their wholehearted support, adopting Agile delivers precious few benefits.

Summary

In conclusion, it’s easy to assign titles and make grand statements about transforming work culture. What’s challenging is actually understanding the philosophy, methods, and methodologies that make such transformations possible. Until Agile Coaches and Scrum Masters abandon their game—and get redeployed into more productive roles—the empty promises of Agile will continue to seduce the ignorant and unwary..

Coaching the Coaches?

September 22, 2023
Article, Business, Coaching, Deming, Improvement, Learning, Organisational effectiveness, Training
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Coaching the Coaches?

Who’s Coaching New Coaches?

When an organisation decides to bring coaching into its culture, the focus is usually on its employees. Yet the coaches themselves are often left to endure rigid training, which stands at odds with the coaching philosophy. If organisations genuinely believe in coaching, why don’t they extend this to their new coaches?

What’s Wrong with Training Compared to Coaching?

Training enforces a rigid structure, pushing predetermined information towards the participant. This approach is inflexible and impersonal, falling short of individual needs. In contrast, coaching is a dynamic, two-way relationship tailored to the individual’s unique needs and objectives.

Why Do Organisations Stick to Training New Coaches?

Many organisations default to traditional training methods, even for roles better suited for coaching. This inclination towards training could be seen as a glaring oversight and a lack of genuine commitment to the coaching approach.

Is Training New Coaches a Misstep?

Absolutely. Training, with its push approach, is fundamentally ill-equipped for roles that demand behavioural change and personal development. Especially in the realm of Collaborative Knowledge Work. By clinging to training for their new coaches, organisations contradict and undermine their supposed endorsement of coaching.

Why Is Coaching New Coaches the Superior Option?

Coaching, unlike training, draws out an individual’s inherent potential. It enhances both the effectiveness and empathy of new coaches and helps foster a real coaching culture within the organisation.

What’s the Next Step?

Organisations might choose to move beyond training and embrace a coaching-centric approach universally, starting with their newest coaches. Doing so is not just lip service to a trend; it’s a necessary evolution for genuine development.

Is Coaching Itself Beyond Reproach?

As we sing the praises of coaching over training, it’s crucial to consider a larger issue: Is coaching itself the end-all solution for organisational development? No. According to quality management expert W. Edwards Deming’s 95/5 rule, most problems (95%) are the fault of the system, not the individual. Coaching often targets individual behaviours—the “5%”—and overlooks systemic issues that could be the root cause of performance limitations. Organisations might choose to scrutinise their coaching programmes to ensure they’re not just treating symptoms while ignoring the disease.

Conclusion: Where Does This Leave Us?

If organisations are serious about adopting coaching, they might choose to apply the coaching approach at all levels, including new coaches. However, it’s worth reflecting on whether coaching itself, focused as it often is on the “5%”, is enough to address the underlying systemic issues that are impeding progress. To achieve lasting change and growth, organisations must consider systemic improvements as paramount. Anything less represents a missed opportunity.

Coaching: The Pointlessness of Working on the Five Percent

July 29, 2023
Article, Business, Coaching, Culture change, Deming, Memeology, Organisational Therapy, Paradigm shifts, Quintessence, Systems thinking, Therapy
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Coaching: The Pointlessness of Working on the Five Percent

In the realms of leadership and management, coaching has often been synonymous with developing individuals, honing skills, and helping others overcome their challenges. However, this understanding of coaching focuses primarily on the individual – the proverbial “5 percent” of the entire organisational system.

Building on the profound teachings of quality management gurus like W. Edwards Deming and Peter Scholtes, we’ll explore a more holistic approach – one that extends beyond mere individual improvement to effect systemic change.

The 95/5 Principle

Deming, a trailblazer in the field of quality management, and Scholtes, a disciple of his methodologies, both advocated for the principle of the 95/5 rule. The rule posits that 95 percent of an organisation’s performance problems are rooted in the system (processes, structures, practices, culture, assumptions and beliefs), not in the people who work within it. This counters the conventional approach of focusing primarily on individual skill enhancement.

As coaches, we often get drawn into the 5 percent, focusing on individual behaviors and attitudes. But what if we shift our attention to the remaining 95 percent, the system itself? This implies that coaching individuals is relatively trivial and unimportant, compared to the potential for significant and lasting change on offer in altering the systemic factors that influence behavior.

Embracing Organisational Psychotherapy

One way of addressing the system instead of solely the individual is through organisational psychotherapy. This field, an amalgamation of systems thinking, organisational development, social dynamics, and psychotherapy, aims to address the collective mindset of an organisation – a.k.a. the Group Mind – rather than focusing on individuals.

Organisational psychotherapy operates under the principle that the shared beliefs and assumptions underpinning an organisation’s culture have a profound influence on its performance. By diagnosing and treating dysfunctional patterns at the organisational and even keiretsu level, it is possible to effect deep-seated transformation.

Imagine an organisation where trust is lacking. Traditional coaching may try to build trust skills at the individual level. Organisational psychotherapy, on the other hand, will explore the systemic issues that contribute to the absence of trust, perhaps uncovering a culture of blame, or a lack of transparency in decision-making processes.

The Organisational Therapist’s Role

Organisational therapy fits perfectly into this new paradigm. An organisational therapist, in true spirit, does not merely impart useful techniques but instead facilitates a cultural shift, making the organisation as a whole more adaptive, responsive, and effective. The focus expands from individual teams to the organisational culture, shared assumptions, beliefs, and structure – the 95 percent.

Organisational therapists delve into the hidden pain points, communication gaps, unasked questions, and cultural challenges within the organisation. It is their role to create a safe environment for learning and growth, fostering a culture of continuous improvement that permeates beyond the individual to the system itself.

By integrating the 95/5 principle with the support of organisational psychotherapy, organisations can effect systemic change that amplifies the effectiveness of the organisation, leading to long-term sustainability and success.

Do-It-Yourself Help

In the sphere of organisational psychotherapy, one resource stands out for its novel perspective and practical insights: the self-help book “Memeology.” This transformative work delves into the intricate dynamics of organisational culture, likening ingrained practices and beliefs to ‘memes’ that propagate within a company. It serves as a valuable guide for those looking to understand and influence these ‘memes’ or cultural elements in their own organisations. “Memeology” provides a holistic approach to recognising systemic issues and addressing them effectively, thereby facilitating a healthier, more productive workplace. The book is a potent tool for organisational therapists, coaches, leaders, and anyone aspiring to invoke systemic change, offering a blend of practical knowledge and actionable strategies to drive organisational transformation.

Summary

In conclusion, coaching is not just about improving the 5 percent, it’s about transforming the 95 percent. As coaches, let us commit to the profound impact we can make by shifting our focus from the individual to the system, creating a nurturing environment for growth, and fostering an Agile culture that drives systemic improvement.

The Fall of Agile Consulting and the Rise of Systems Thinking

June 22, 2023
Agile, Alien tech, Article, Careers, Coaching, Culture change, Improvement, Organisational effectiveness, Quintessence, Reinvention, Rightshifting, Software development, Systems thinking
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The Fall of Agile Consulting and the Rise of Systems Thinking

In the shifting tides of the business landscape, staying afloat requires more than just clinging to the past. Twenty years ago, Agile consulting was the golden ticket, but now, that ship has sailed. Welcome to the era of Systems Thinking, where a holistic approach to business reigns supreme. Brace yourself for a journey into the next business revolution that’s taking the world by storm.

A Golden Era Passes

Two decades ago, in the early 2000s, the business world was going through a significant transformation of their approach to software development. Organisations were moving away from traditional waterfall (and ad-hoc) approaches and adopting Agile, shifting from a linear, sequential approach to a more iterative, collaborative one. Agile coaches, project managers, and consultants found themselves in high demand, guiding teams and organisations through the transition and reaping significant rewards. For these individuals, it was a golden era, as companies in all sectors scrambled to understand these new ways of working and better respond to change.

Terminus

However, as the saying goes, nothing lasts forever, and so it was for the Agile consulting boom. Fast forward to the present, twenty years later, and the Agile market has senesced. Most organisations are now familiar with at least the term. The consulting gold rush has tapered off; that particular gravy train has reached its terminus.

Paradigm Shifts

Today, the buzz is all about whole systems approaches and systems thinking. In this approach, businesses are considered as complex systems, an interconnected network of components rather than isolated departments or teams. This perspective encourages organisations to break down silos and consider the wider impact of decisions and changes, leading to more sustainable and holistic solutions.

With the rise of this new perspective, the focus has shifted from software and individual project management methods to an overarching, systemic focus. The challenge is now about understanding and managing complexity, facilitating interconnections, identifying feedback loops, and shifting paradigms.

Reinvention

Can the Agile consultants, coaches, Scrum masters, etc., of yesteryear evolve and learn to navigate this new landscape so as to remain relevant?

Inspect and Adapt?

In conclusion, trends come and go, and those who can adapt thrive. “Inspect and adapt”, anyone? Twenty years ago, Agile was the buzzword; today, it’s systems thinking. Who knows what the next twenty years will bring? It’s a constant reminder that the only thing consistent in business (and life) is change.

Note: If this post has given you cause for concern, I’m always happy to talk things through, one-to-one.

How To Support Teams’ Learning And Development Needs

June 9, 2023
Alien tech, Article, Capability development, Coaching, Culture change, Improvement, Learning, Needs, Paradigm shifts, Psychology, Quintessence, Self-organisation, Teambuilding
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How To Support Teams’ Learning And Development Needs

Organisations can fundamentally support their teams’ learning and development needs by cultivating an environment that fosters intrinsic motivation. But how to achieve that?

One approach is the adoption of the Toyota Kata model. The term ‘Kata’, borrowed from martial arts, refers to a structured routine practiced so it becomes second nature. Toyota applies this concept in the realm of continuous improvement and coaching.

To put it simply, Toyota Kata isn’t about providing answers, but about establishing an organisational culture that motivates individuals to discover solutions themselves. This inherently appeals to intrinsic motivation, as employees are driven by the satisfaction of mastering challenges, the thrill of problem-solving, and the joy of personal development. They’re not learning and developing because they’re told to, they’re doing it because they want to.

Organisations utilising the Toyota Kata model promote a learning mindset where curiosity, creativity and resilience are valued. They foster an environment where it’s okay to make mistakes, as they’re considered part of the learning process. This can reduce or eliminate the fear of failure, which significantly hinders innovation and risk-taking.

Further, the Kata routines can ensure teams have a clear focus and direction. Through the Improvement Kata, employees are guided to understand the direction, grasp the current condition, establish the next target condition, and experiment towards that target. When people know where they’re headed and why, it encourages them to take ownership of their roles and fosters intrinsic motivation.

Moreover, the Coaching Kata supports managers in developing their subordinates by not simply providing solutions, but by asking insightful questions that encourage critical thinking. This way, managers become facilitators for growth rather than just taskmasters. This coaching approach can instill a sense of competence and autonomy, which are key components of intrinsic motivation.

Toyota Kata isn’t about achieving perfection, but about continuous learning and improvement. By acknowledging this journey and celebrating the learning process, organisations can make their teams feel valued and motivated to continue their development.

So, an organisation’s support for its teams’ learning and development needs goes way beyond merely offering training programmes or growth opportunities. It’s about creating a culture of continuous improvement and learning, fostering intrinsic motivation, and supporting this with models like Toyota Kata. When organisations achieve this, they’ll likely see not only improvements in their team’s skills and capabilities, but also enhanced engagement, productivity, and innovation.

Organisational Culture Is No Sidetrack

April 18, 2023
Article, Business, Coaching
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Organisational Culture Is No Sidetrack

Attending to your organisation’s culture can feel like being sidetracked because it’s often seen as a secondary task. Leaders and employees often prioritise achieving their objectives over examining and improving the culture. Additionally, focusing on culture can sometimes feel intangible and abstract, leading some to dismiss it as a frivolous concern.

However, ignoring or neglecting culture can have significant consequences for an organisation’s success. Poor culture leads to high employee turnover, low morale, and decreased productivity, which can quickly impact the bottom line. Culture is not a separate issue from the rest of the organisation’s operations but rather an intrinsic part of it. By prioritising culture, organisations can create a positive work environment that fosters innovation, collaboration, and creativity, quickly leading to increased success and growth.

In short, while attending to an organisation’s culture may feel like a detour from the primary objective, many have discovered that it’s a vital aspect of building a successful and sustainable organisation.

 

Why Coaching Is a Waste of Time: The Importance of Fixing the System

March 3, 2023
Article, Coaching, Culture change, Systems thinking
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Why Coaching Is a Waste of Time: The Importance of Fixing the System

Coaching individuals is often seen as a valuable tool for improving organisational performance, but the reality is that it is a total waste of time and effort as it’s the system that accounts for 95% of any individual’s performance. “The system” refers to the environment, processes, structures, and culture within which individuals operate. While coaching can certainly help an individual improve their personal skills and abilities, it cannot fix a broken system. Many call this “fixing the five percent”.

Note that Gallup, a well-known research-based consulting company, has published studies and reports that support the idea that the system plays a significant role in individual performance.

The problem with coaching individuals is that it places the burden of improvement solely on the individual, ignoring the larger context in which they work. Even the most motivated and talented individuals will struggle to perform at their best in a system that is poorly designed, inefficient, or dysfunctional.

Furthermore, coaching is an egregious and seductive distraction from addressing systemic issues. Rather than focusing on fixing the root cause of poor performance, organisations invest in coaching as a band-aid solution. This not only wastes time and resources but can also be demoralising for employees who may feel that their performance is being unfairly blamed for systemic problems.

Another issue with coaching individuals is that it can lead to a narrow focus on individual goals and performance metrics, rather than the larger goals and mission of the organisation. This can result in a lack of alignment and coordination between team members, ultimately leading to decreased overall performance.

In contrast, a focus on improving the system can have a much more significant impact on individual performance. By improving processes, optimising resources, and fostering a positive and supportive culture, organisations create an environment where individuals can thrive. This approach can lead to not only improved individual performance but also increased innovation, collaboration, and overall organisational success.

In conclusion, coaching individuals is a total waste of time and effort when the system accounts for 95% of any individual’s performance. Rather than focusing on coaching , organisations may choose to prioritise the larger context within which they operate. By doing so, they create an environment where individuals thrive and ultimately achieve greater success.

The Certainty of Certifications: Why They’re Much More Harmful Than Helpful

February 27, 2023
Agile, Article, Capability development, Coaching, Culture change
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The Certainty of Certifications: Why They’re Much More Harmful Than Helpful

Certifications can be seen as a quick fix for professional success. They offer a way for experts to show off their skills and knowledge in a particular area. However, the dark side of certifications is that they are often surface-level and bear no relation to an individual’s capabilities.

One of the most outrageous examples of this is with Agile and Scrum certifications. Many courses will certify you after just a few days of training, which is simply not enough time to truly grasp the intricacies of these methodologies. Scrum, in particular, demands a deep comprehension of team dynamics, communication, and the capability to adapt to change. These abilities can’t be acquired in a two-day course or even in two weeks, two months, or two years.

The problem is exacerbated by the patent naivety of busy managers who believe that certification is equivalent to competence. They see a certificate on a CV and assume that the individual has a profound understanding of the subject matter. This assumption is utterly false and can lead to expensive mistakes and project failures.

The complete inadequacy of classroom learning is also a significant issue. While there is value in conventional learning, it’s entirely insufficient to prepare individuals for the difficulties of the real world. Classroom learning typically focuses on theory, while real-world circumstances are way more complex and require a more profound understanding of the subject matter, especially in matters like organisational culture and interpersonal relationships.

In conclusion, certifications are essentially worthless at best and deeply harmful at worst. They create a false sense of security and don’t genuinely measure an individual’s abilities. It’s crucial to remember that certifications are in no way a substitute for experience and extensive knowledge.

The Dangers of Projecting Needs onto Others

February 22, 2023
Antimatter principle, Article, Coaching, Dialogue, Needs, Nonviolent Communication, Therapy
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The Dangers of Projecting Needs onto Others

Projecting needs onto other people without evidence or dialogue can be a dangerous and problematic behavior that can lead to misunderstandings, conflicts, and even harm. Assuming that we know what other people need can reflect a lack of empathy, self-centeredness, and a belief in our own superior knowledge or intuition.

When we project our own needs onto others, we may be blind to their individual experiences, perspectives, and preferences. We may overlook their unique circumstances, cultural background, or personality traits that can shape their needs. Moreover, by stating unequivocally what other people need, we may come across as arrogant, dismissive, or manipulative, and erode trust and rapport.

To avoid projecting needs, we might choose to practice active listening, empathy, and curiosity. Instead of blithely asserting that we know what others need, we can ask open-ended questions, seek clarification, and pay attention to nonverbal cues. By doing so, we can gain a better understanding of their needs and show that we value them and their feelings.

Ultimately, projecting needs onto other people can be a barrier to effective communication, mutual respect, and collaboration. By acknowledging our own biases, limitations, and uncertainties, we can create a more inclusive and compassionate environment where people feel seen, heard, and appreciated.

 

Dance With the Waves of Change For the Rhythm of GROWth is Within Them

January 28, 2023
Article, Coaching
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Dance With the Waves of Change For the Rhythm of GROWth is Within Them

The GROW model is a popular framework for coaching and goal setting that has been widely used in various fields such as business, sports, and personal development. The acronym GROW stands for Goal, Reality, Options, and Will. The model helps to structure the coaching process and guide the coach and the coachee (the person being coached) through a series of steps that lead to the achievement of specific and measurable goals.

The first step in the GROW model is setting the Goal. This involves the coachee identifying and clearly defining their desired outcome or what they need to achieve. The coach and the coachee work together to ensure that the goal is clearly defined and that it aligns with the coachee’s values and purpose.

The second step is Reality, where the coach and the coachee assess the current situation and the coachee’s current skills and resources. This step involves the coachee identifying what he or she is currently doing well, as well as any potential roadblocks or challenges that may prevent the coachee from achieving their goal.

The third step is Options, where the coach and the coachee brainstorm and evaluate different strategies and actions that can help the coachee achieve the goal. The coach helps the coachee to identify and consider different options, and to evaluate the pros and cons of each one.

The final step is Will, where the coach and the coachee agree on an action plan and set specific, measurable, and time-bound actions steps. The coach helps the coachee to create an action plan that is realistic, manageable and challenging.

The GROW model is a simple yet powerful framework that can help coaches and coachees work together to achieve the coachees goals. It provides a structure that can be used in a variety of coaching situations and provides a common language for the coach and the coachee to use. The coach can use the model to help the coachee to clarify their goals, assess their current situation, evaluate different options, and create an action plan that will lead to the achievement of their desired outcomes.

Quintessential Morons

July 2, 2022
Article, Coaching, Culture change, Language, Psychology
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Quintessential Morons

Quintessential morons are not those folks with a shortfall in intellect, but those folks with a shortfall in awareness of the limitations and boundaries of their personal world view.

The latter group are not open to changing themselves because they remain unaware of the need for, and benefits to themselves and others of, personal change.

The world is stuffed full of quintessential morons.

Chances are, you’re one too.

– Bob

Highlight Problems, Avoid Solutions

June 26, 2022
Article, Capability development, Coaching, Experts, Learning, Management, Organisational effectiveness, Training
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Highlight Problems, Avoid Solutions

It’s wayyy easier to provide solutions than to help folks find their own solutions. What are the consequences of this observation?

  • For consultants, trainers, pseudo-coaches and others whose income depends on selling “solutions”?
  • For folks seeking long-term, permanent solutions to their problems?
  • For folks who choose to hire consultants or other experts to solve their problems for them?
  • For folks habituated to delegating the finding of solutions to their problems to others?

Voltaire asks us a rhetorical question:

“Is there anyone so wise as to learn by the experience of others?”

~ Voltaire

I’ll not be offering any solutions to this conundrum. I am available help you along the path of finding your own.Do get in touch!

#IANAC (I am not a consultant).

– Bob

Further Reading

Rother, M. (2010). Toyota Kata: Managing People For Continuous Improvement And Superior Results. Mcgraw-Hill.
Marshall, R.W. (2021). Memeology: Surfacing And Reflecting On The Organisation’s Collective Assumptions And Beliefs. [online] leanpub.com. Falling Blossoms (LeanPub). Available at: https://leanpub.com/memeology/ [Accessed 16 Jun 2022].