I have been an executive coach since 2007. I have loved working with people in this way – it is a privilege to hold up a clear, mostly-untainted mirror for someone to come to terms with; places/areas where there are gaps or incoherence in authenticity.
However, in the past few years I have realised that coaching can have only a limited impact if the system and culture of an organization, is not conducive to a coaching or learning way of leading.
During coaching, the client can gain great insights and can then go and implement new behaviours based on those insights. But then something can happen – almost as if the new frame of reference “collides” with what is going on within the organization (and often an organization has an inspirational mission statement and values but they are only words).
An example: I was part of an intervention at a manufacturing plant. We were there to teach people to lead in a coaching way – to get people to engage with each other in a “learning” way where listening and asking questions were key competencies. The training was successful and most people connected to this new way of engaging.
Unfortunately, when the pressure was on, most people also reverted back to their old style of “control and command”.
A frequent comment was, “It’s hard to collaborate with the other department when we compete against them for KPIs and numbers.”
I am now certain that most successful coaching interventions happen when they are part of a systemic intervention in which culture also shifts. Coaching then helps people to embed and really “live” the new way of doing things.
The Legitimate Leadership framework offers this systemic change to shift culture, and where coaching can be successful.
I became an associate of Legitimate Leadership because I believe in the “why” of the framework. The framework not only assists leaders in what they need to “do” as leaders, but more importantly, how they can “be”. It goes right to one’s intention as a leader and whether she is here to “take” from others, or to “give” or contribute to them.
Fundamentally, what also attracts me to this framework is that it speaks to the organization as a whole. When the organization subscribes to the framework, its focus as a whole shifts from “taking” to “giving”. The focus also shifts to qualities such as legitimacy, trust, contribution and accountability.
To shift the focus, the culture of the organization aligns to this new way of being as a system.
How is this done?
Some of the main ways are:
So, for coaching to be effective it is important that it happens not in isolation but within a system that is conducive to people changing and living – within which they can behave in a way that is congruent to their values. The Legitimate Leadership framework creates this systemic shift and culture change.