Coaching is a powerful catalyst for promoting change and when strategically aligned with business strategy, achieves critical results. Systemic CoachingTM is a powerful intervention in which teams of coaches accelerate behavior change consistently through the organization. This comprehensive and uniform development of individual competencies against business imperatives creates the Leadership BrandTM. It also drives a climate of performance, engagement and affiliation and creates a velocity of influence throughout the entire organization. Systemic CoachingTM is a large-scale organizational change initiative. We use the Leadership MultiplierTM to build one leader to move the subjective experience of the individual into a collective force in the organization to drive financial results.
We need not only managers of process but leaders of people. Efficiency Domains are traditional outcomes resulting from manipulating systems, policies, resources and expenses; the Effectiveness Domains focus on relationships, people, networks and teams who collectively create the intangible assets of the brand.
Transforming an organization requires direct learning from training, experiential knowledge on the job and emotional engagement as inspired by leadership. According to the Human Capital Institute, more than 70% of what is learned in the organization is gained tacitly by experiencing decisions and actions of the leader. The optimal allocation of development is 10% formal training; 20% coaching and mentoring and 70% of direct experience from the leader. Leaders can dilute or amplify strategic behaviors and accelerate (or not) the impact of formal training.
Leadership has velocity. The average leader has 12.4 people in their internal vertical network and 20 people in both their internal and external horizontal network. The exponential effect of influencing twelve people who then touch twelve people so on down the organization means the vertical impact of a leaderís behavior is 12N. At the same time, leaders can have a huge impact on their lateral social network both inside and outside the organization, influencing as many as 20 or more people. These twenty, in turn, influence another 20 people and so on to 20L. Considering that more than 70% of what others do in an organization comes from watching and experiencing leaders managing, this multiplier is critical to shaping high-performance leaders.
The Impact of one Leader:
12N (N = # of vertical organizational levels)
x 20L (L = # of lateral social networks)
x .70 (70% learning influenced by leadership)
= Potential Impact of One Leader