Why Does Corporate Coaching Sometimes Fail?
Corporate coaching is based primarily in the concept of affecting positive change in the business environment by the empowering both managers and employees within that company or organization. Ironically, coaching initiatives are not always as successful as was hoped for at the outset of the process. Why is it that corporate coaching fails, or is not as successful as it should have been? Probably the biggest single factor is the most common human reaction to this process, namely the reluctance or resistance to change.
It becomes crucial for the corporate coach then to master the ability to implement these changes without any failures occurring in the process. It is nothing short of critical where the health and well-being of a corporation and its people are concerned. The savvy corporate coach recognizes the fact change doesn’t just happen and it can also be a very grueling process filled with very slow progress.
Unfortunately, managers today are still employing the old-school "carrot and stick" approach with their employees which is an outdate system of punishment and reward. Therefore, the biggest challenge for the coach is oftentimes found among the executives and the management staff of the corporation. What studies are revealing is that the key issues do not always revolve around certain aspects such as the cultures, strategies, structures, and systems within the corporation. It is purely about altering behavior to effect a positive change.
The following are the 5 most common reasons that corporate coaching does not always have completely successful results or fails:
Trying to convince people to change using facts, figures, and statistics - you need to evoke positive experiences with individuals if you are hopeful of changing their behavior in the workplace. Rather than use facts, figures, and/or statistics, you need to employ the framework in which those facts should be evaluated.
The attention factor is all too often overlooked - we reshape our brains and our thinking by continually focusing on something. Insights are a key element and are not only necessary, they are personal as well. Being told to behave in a certain manner will not have the same results as discovering how to do this on your own. We resist being told what to do as this creates a red flag for the individual.
Motivation for changing behavior can only come from within - trying to reason with an individual through bribing and bullying does not breed motivation. Again we want to discover our own levels of motivation, not be instructed as to the way in which we are supposed to be motivated.
Unfortunately, discomfort is the "big motivator" - surprisingly enough, studies have proven on more than one occasion that extreme discomfort within the corporate arena is what motivates and individual to perform. Therefore, when the pain that results from their discomfort becomes unbearable, they make the conscious decision to change.
Behavior and brains are oftentimes the same thing - it has only been since the 20th century that psychologists came to the realization that certain aspects of an individual’s behavior and experiences were considered to be functions of a particular part of a person’s anatomy - namely, their nervous system. It follows then that since the brain controls the nervous system, nothing else affects human behavior than the mind.
It becomes crucial for the corporate coach then to master the ability to implement these changes without any failures occurring in the process. It is nothing short of critical where the health and well-being of a corporation and its people are concerned. The savvy corporate coach recognizes the fact change doesn’t just happen and it can also be a very grueling process filled with very slow progress.
Unfortunately, managers today are still employing the old-school "carrot and stick" approach with their employees which is an outdate system of punishment and reward. Therefore, the biggest challenge for the coach is oftentimes found among the executives and the management staff of the corporation. What studies are revealing is that the key issues do not always revolve around certain aspects such as the cultures, strategies, structures, and systems within the corporation. It is purely about altering behavior to effect a positive change.
The following are the 5 most common reasons that corporate coaching does not always have completely successful results or fails:
Trying to convince people to change using facts, figures, and statistics - you need to evoke positive experiences with individuals if you are hopeful of changing their behavior in the workplace. Rather than use facts, figures, and/or statistics, you need to employ the framework in which those facts should be evaluated.
The attention factor is all too often overlooked - we reshape our brains and our thinking by continually focusing on something. Insights are a key element and are not only necessary, they are personal as well. Being told to behave in a certain manner will not have the same results as discovering how to do this on your own. We resist being told what to do as this creates a red flag for the individual.
Motivation for changing behavior can only come from within - trying to reason with an individual through bribing and bullying does not breed motivation. Again we want to discover our own levels of motivation, not be instructed as to the way in which we are supposed to be motivated.
Unfortunately, discomfort is the "big motivator" - surprisingly enough, studies have proven on more than one occasion that extreme discomfort within the corporate arena is what motivates and individual to perform. Therefore, when the pain that results from their discomfort becomes unbearable, they make the conscious decision to change.
Behavior and brains are oftentimes the same thing - it has only been since the 20th century that psychologists came to the realization that certain aspects of an individual’s behavior and experiences were considered to be functions of a particular part of a person’s anatomy - namely, their nervous system. It follows then that since the brain controls the nervous system, nothing else affects human behavior than the mind.