The Coaching Solution: How to Drive Talent Development, Organizational Change, and Business Results by Robertson Renee

Author:Robertson, Renee
Language: eng
Format: epub, azw3
Tags: BUS106000 Business & Economics / Mentoring & Coaching
ISBN: 9780990938088
Publisher: Secant Publishing
Published: 2015-05-31T16:00:00+00:00

KEYS TO SUCCESS DURING INTEGRATIONS

When it comes to culture, I believe that leadership is responsible for much of it and that employee engagement and trust are critical components in the employee–management relationship. For without a culture of trust, fear, uncertainty and doubt (FUD) will be present, and when there is FUD, employee engagement will be less than optimum, which will negatively affect the customer experience and therefore business results. Building a culture based on trust, collaboration, learning and coaching fosters a positive work environment. When employees are happy and engaged, good things happen. Simply put, employee engagement drives the customer experience, and the customer experience drives business results.

At Verizon Business we were incredibly fortunate to have a strong senior leadership team. They believed in having elements of learning, development and coaching in a company’s culture. They realized the importance of developing leaders and employees—how the professional growth of each was directly connected to the company’s results and its overall success, and how the environment in which employees work sets the tone for their productivity.

Think about it: If a company’s culture values learning, the key messages that employees will hear from their organization will include the importance of learning and embracing new ideas in a collaborative setting. When employees see that their leadership supports professional development, it sends a strong signal to each of them. They’ll understand the importance of investing in their own development, for the sake of their career as well as for the success and growth of the company. Once learning and development are embedded in the culture, then creating a coaching culture is a natural next step.

It is also important to understand the messages that leadership sends to their organizations and the impact of leaders’ behavior on members of the organization. So I’d like to share a short personal story about my relationship with two members of the executive leadership team and the impact that they had on my professional development and the internal coaching program. I will always be grateful for their time that they shared with me and the lessons they helped me learn.

During a merger, the chief financial and chief human resources officers typically work closely together to integrate a company and, in our case, emerge with a new entity. I will never forget the day we had our first meeting. It was a Friday afternoon and I was called to the vice president of human resources office, where I met the head of HR and our chief financial officer (CFO). After being introduced, I was offered a cup of coffee and conversation would ensue.

Friday afternoon coffee chats would become an enjoyable routine. Our vice president of Human Resources always kept his door open and welcomed anyone who would enter. I was fortunate to have had the opportunity to partake in several of these Friday afternoon chats, along with whoever else popped in, and we would talk about our business challenges and careers. The VP mentored me in the ways of Verizon and talent management.

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