There has been a trend to more progressive and less directive cultures. In theory, employees have greater autonomy, and more influence over their respective work activities and environments. This has been driven by the belief in the value of employee engagement and the need to help drive self-
actualisation. However, there have been some recent regressive cultural factors. In part driven by a more competitive marketplace, but also not having enough time to contemplate and process.
John has been immersed in these environments and would like to share some reflections on how to effectively have impact using core coaching skills.
It is possible to have impact even if you feel like the "Lone Ranger". This environment is a huge opportunity for team coaching.
Key Learning Takeaways
1. Recognising some of the more subtle acts of hostility
2.Approaches on how to deal with hostility from a coaching mindset
3. The interplay between change leadership & coaching
John has held senior leadership roles for manufacturing and engineering disciplines in large global companies, e.g. BASF and Total. He has recently led the UK team for an international consultancy. He has consulted for major corporate clients in “Operational Excellence” and “Lean Thinking”, guiding businesses in removing “Waste”, reducing cost and improving top linegrowth using a combination of coaching and consulting.
John designed and delivered a “Change Management” module for the University of Suffolk MBA course and Chairs for IoD Suffolk.
He runs both consulting and coaching practices and is about to publish his first book, “Coaching for Cultural Transformation; Staying Competitive in Changing Environment."