Coaching in Change / Le Coaching en temps de changement
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KNOWING THAT YOU HAVE TO CHANGE IS ONE THING
KNOWING HOW TO MANAGE CHANGE IS ANOTHER

Between layoffs, mergers, downsizing, outsourcing, homesourcing, transforming, transitioning and fifteen other words that bring discomfort, nearly every enterprise is reorganizing or restructuring.

To be successful today, organizations must be in constant evolution towards a more streamlined and efficient state and recognize that it’s culture changes subtly over time due to major influences such as economics, societal attitudes, technology development or political events.

So change has become a necessary part of life for most organizations in the public and private sectors, but to be successful, change must be managed and this places considerable demands on managers involved and stress on employees affected. While some people accept change and welcome it, others erect barriers and resist change, and the degree to which theses opposites occur depends on many factors. In some cases change results in tremendous negative impact on employees (uncertainty, concerns about future competence, more work, security, workforce adjustment, loss of employment, etc.). The intensity, complexity and speed of change or any transformation program represents one of the greatest challenges leaders, managers and employees face today, and in some cases a sad reality for employees.

In the Public Service environment, as well as in the private sector, organizational change is a commonplace occurrence. Over the next few years, government departments will continue to undergo complete metamorphosis as they need to change to meet future needs. Major initiatives are underway at this very moment in several government departments and in medium-sized and large-sized corporations leading to reorganization, transformation and transition to new beginnings. Of the range of problems that are encountered during implementation of change, none is more important than the effects that change will have on leaders who decide to change, managers who implement change and employees impacted by the change.

Managers need to know how to guide people through change so that they emerge at the other end with an effective organization. The task they face is to create a stimulating climate for growth and at the same time, maintain a degree of stability in order to have a smooth functioning operation. The challenges faced by employees: understanding change, trusting the initiators of change, accepting it and adjusting to it.
HOW PEOPLE REACT TO CHANGE

People who encounter change may be happy about it and react in a very positive way, while recognizing they still need to adjust to it. On other occasions, people may have both some positive and negative reactions to different aspects of the change. And, on other occasions, people simply have no choice but to accept the consequences of change. In any case, whether the initial reaction is one of pleasure, indifference, a little of both, or displeasure, the change does produce an imbalance in that person’s world.

For some people, this may be viewed as an exciting period as they look forward to the new challenges and rewards which change presents. For other people, it may be viewed as a symbolic death.

During this period of time, it is not uncommon in work settings to see a decrease in employee productivity, to hear a lot of grumbling, to find people huddled in small groups commiserating with each other, and to see an increase in tardiness and absenteeism. People may feel this loss for many days, weeks, or even months, depending on the actual dimensions of the change and how they feel it impacts them.

The loss people experience may lead to different reactions to change:

  • Disorientation (confusion)
  • Disengagement (withdrawal)
  • Disidentification (worry)
  • Disenchantment (anger)

ARE ALL BASES COVERED?

Your organization is planning or is in the process of a major change effort and it has considered all critical factors that will determine the outcome of a change process while embarking on change.

  • Information on questions to be answered, issues to be considered and things to be done has been collected. As Change Initiators, you understand the organization and its environment and how the two interact. You know the organization well, you know the problems, you know where you want to go, and you have determined how to get there.

  • As Change Initiators, you have recognized that people are the decisive factor in the success of any change process and therefore are keeping people informed, are keeping people involved, are supportive and address employees’ concerns.

  • A clear, concise statement reflecting the broad, long-term goals and mission of the organization has been developed, and effective leadership to drive the process is in place.

  • The existing culture has been analyzed to determine if it will support the change, a positive climate for change has been created, employees are being encouraged to be innovative and rewards for participation have been planned and determined, behaviour and practices that reflect the change are being encouraged, what people are going through is being acknowledged, and, milestones are celebrated.

  • Appropriate and candid information is being communicated to the right people at the right time. What needs to be communicated was well planned and existing formal and informal communication vehicles were examined to determine if they are adequate to support the change. Managers have learned to listen, are finding out what is understood or misunderstood, are encouraging expression of views, are ensuring that employee ideas are heard and acted upon, and are getting feedback on how structures and functions have changed.
‘HOW YOU DO IT IS WHAT YOU GET’

The factors outlined above are common to all stages of a change process. However, their application may differ according to the stage of implementation. The means and strategies by which these concerns are transformed into action are critical.

Not sure that you have given careful attention to all these factors during all stages of the change process?

Then Coaching may be the answer!.

COACHING IN CHANGE

Whether it is Business Coaching, Executive Coaching or Leadership Development Coaching, our Personal Coaching, coaching is more than training and mentoring. It is used to support individuals with their professional and personal development, which in turns benefits organizations by creating an environment promoting retention and workforce engagement.

Coaching will:

  • Inspire leaders to maximize their personal and professional potential through thought-provoking discussions.
  • Enhance thinking, decision making skills, and interpersonal effectiveness.
  • Increase confidence in order to carry out chosen work and life roles.

Professional Coaching is an ongoing professional relationship that helps people produce extraordinary results in their lives, careers, businesses or organizations. Through the process of coaching, clients deepen their learning, improve their performance, and enhance their quality of life. Coaching concentrates on where clients are now and what they are willing to do to get where they want to be in the future. Professional coaches recognize that results are a matter of the client's intentions, commitment and actions, supported by the coach's efforts and application of the coaching process.

Coaching is a comprehensive communication process. Coaching conversations challenge and support individuals and connect people to performance. Coaching uses the power of dialogue to send a clear signal that people are valued and respected. It creates a participative environment that is respectful and trust based where the organization’s values are evident.

Coaching can be offered on a one-on-one basis or to groups and teams (group coaching or coaching circles) of 6 to 8 participants. Group coaching is a very powerful tool for organizations managing significant change in their culture, structure or context. The development work of these groups takes place over a period of 6 to 18 months, with meetings every 4 to 6 weeks. Coaching circles follow a process of collaborative inquiry involving a group, which meets regularly to focus on real issues, projects and challenges.  In coaching circles, participants learn together while supporting each other in taking action. Each circle has a coach who models the use of powerful and life changing questions.  As the circle progresses participants learn how to use these types of questions when tackling real work related issues.

In addition to developing new competencies, participants develop their own coaching capabilities and learn on a continuous basis.
SAVOIR QU’IL FAUT CHANGER EST UNE CHOSE - SAVOIR COMMENT GÉRER LE CHANGEMENT EN EST UNE AUTRE

Entre les mises à pied, les regroupements d’entreprises, la réduction des effectifs, l’impartition, la transformation, la transition et quinze autres situations incommodantes, presque toute entreprise se réorganise ou se restructure.

Pour réussir aujourd’hui, toute entreprise doit être en évolution constante vers un état de fonctionnement simplifié et efficace, et doit reconnaître que sa culture change subtilement au fil du temps en raison des facteurs économiques, des valeurs sociétales, des développements technologiques ou des événements politiques. 

Le changement fait partie intégrante de la vie de toute entreprise des secteurs public et privé, mais pour réussir, elle doit gérer le changement tout en acceptant que cet état de choses impose des exigences considérables sur ses gestionnaires et certaines contraintes au personnel touchés par le changement.

Cependant, le changement est vraiment du domaine du possible lorsque géré avec efficacité et c’est là que le coaching démontre ses forces.

COACHING EN TEMPS DE CHANGEMENT
« LES RÉSULTATS OBTENUS REFLÉTERONT L’APPROCHE ADOPTÉE »

Vous n’êtes pas certains d’avoir examiné consciencieusement toutes les questions importantes à tous les stages du processus de changement?

Le Coaching pourrait répondre à vos attentes!

Le Coaching, c’est bien plus que de la formation et du mentorat. Son objectif est le transfert de compétences ou d’habiletés ponctuelles, dans un domaine précis, qui en retour, profite aux entreprises en créant un milieu  favorisant le maintien des effectifs et l’engagement à part entière du personnel.

Le Coaching :
  • Édifiera l’esprit du haut dirigeant afin de maximiser son potentiel personnel et professionnel par le biais de discussions favorisant la réflexion. 
  • Améliorera sa capacité de raisonnement, ses habiletés de prise de décisions, et ses habiletés en relations humaines. 
  • Accroîtra sa confiance dans son rôle au travail et ses rôles de vie. 

Le Coaching est un processus communicationnel complet. Les conversations qui en font partie mettent les individus au défi et sont axées sur le rendement. Le Coaching utilise le pouvoir du dialogue pour préciser combien les gens sont importants et respectés. Il crée un climat de confiance et environnement respectueux des valeurs de l’entreprise.

Le Coaching peut être offert sur une base individuelle ou en groupe, ou encore à des équipes de 6 à 8 participants. Le Coaching en groupe est un outil puissant pour les entreprises qui ont entrepris une démarche importante de changement à leur culture, leur structure ou leur contexte opérationnel.

Non seulement le Coaching permet-il aux participants de perfectionner leurs compétences, il les aidera à accroître leurs propres habiletés en coaching et à apprendre sur une base continue.

VOTRE ENTREPRISE PEUT-ELLE TIRER PROFIT DU COACHING?
La réponse à cette question pourrait se retrouver parmi les observations suivantes des gestionnaires qui ont eu recours aux services de coaching :

  • Sentiment d’agir dans un but bien précis axé sur l’entreprise
  • Transparence – savoir ce qu’il faut faire et comment s’y prendre
  • Attention accrue
  • Croissance de l’entreprise
  • Estime de soi accrue
  • Capacité de travail amélioré/ Équilibre travail-famille
  • Motivation et rendement améliorés
  • Meilleure capacité pour faire face au changement
  • Processus d’autoperfectionnement clairement défini
  • Productivité et qualité de travail améliorées
  • Service à la clientèle améliorée
  • Rendement financier amélioré
  • Engagement et satisfaction au travail accrus du personnel
  • Maintien de l’effectif amélioré
  • Appui aux projets de formation et aux projets de perfectionnement
  • Aide aux employés relativement aux questions personnelles qui ont une incidence sur le rendement au travail
  • Soutien aux employés promus
  • Soutien aux employés qui subissent une perte

Des organismes et des entreprises font appel aux services de Coaching corporatif ou Coaching pour hauts dirigeants en vue de relever une vaste gamme de défis :

  • Définir et surmonter les lacunes et les défis selon le style de leadership 
  • Accroître les compétences et l’aptitude professionnelle
  • Aider un gestionnaire dans sa transition à un poste supérieur
  • Utilisation d’évaluation tous azimuts 
  • Orienter la culture, la structure et le cheminement de l’entreprise
  • Perfectionner son aptitude à communiquer et ses relations interpersonnelles
  • Gérer le changement organisationnel et le changement culturel
  • Renforcer sa présence en tant que chef
  • Améliorer sa capacité de réflexion stratégique
  • Aborder le conflit de manière efficace
  • Maintien de l’effectif et de l’engagement du personnel
  • Bâtir des équipes productives…


‘It must be considered that there is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things’
Niccolo Machiavelli, The Prince



« Il n'y a point d'entreprise plus difficile à conduire, plus incertaine quant au succès, et plus dangereuse que celle d'introduire de nouvelles institutions »
Niccolo Machiavelli, Le Prince
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