In his book The Heart of Coaching, Thomas G. Crane sums up the role and power of coaching for change."Coaching helps people to connect to whatever leadership defines measures and rewards. Coaching connects:
People to people - to form trusting relationships People to processes-for continuous improvement People to performance- to focus on creating sustainable results Processes to performance - to create more results"
Readings:
1. The Change Monster, Jeanie Daniel Duck (The human forces that fuel or foil corporate transformation & change) 2. Quiet Leadership, David Rock (Six steps to transforming performance at work) 3. Emotional Intelligence, Daniel Goleman (Why it can matter more than IQ) 4. Coaching for Performance, John Whitmore, Growing people, performance and purpose) 5. Managing Change and Transition, Harvard Business Essentials
Culture Impacts Bottom Line Montreal Gazette (Canada) (11/29/08) P. G2;
A new survey of senior Canadian executives finds that the majority of respondents believe culture affects the company’s performance, with many saying it affects revenue growth, turnover, and productivity. The survey from Waterstone Human Capital found that 82 percent of respondents said culture had a strong impact on the bottom line, and the companies listed in Waterstone’s 10 Most Admired Corporate Cultures had three-year revenue growth and asset growth 63 percent higher than the top 60 Canadian companies listed on the S&P/TSX 60. The most successful companies build business models around their culture, according to Waterstone managing director Marty Parker. Companies are evaluated on vision and leadership, cultural alignment, measurement and sustainability, rewards, recognition and innovative business achievement, corporate performance, and corporate social responsibility. The main driver of corporate culture is the company’s leadership, according to 90 percent of respondents. Among the most admired cultures are WestJet, Yellow Pages, Boston Pizza International, Four Seasons Hotel and Resorts.
December 2008 survey conducted by ASTD[1], indicated "that only between 10 and 20 percent of managers successfully transfer behaviors into the workplace" after learning programs have concluded. Change Agents are integraland highly relevant to corporations wanting to transform their organizations and processes.