Coaching: The Pointlessness of Working on the Five Percent

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.

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.

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.

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.

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.

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.

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 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

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].

Hint: Deming 95:5

Agile Coach to Organisational Psychotherapist

Five Reasons Why Agile Coaching is Bullshit

How many see the direct connection between attending to folks’ needs and their success as coaches?