Executive coaching in Singapore
Organisations, like people, thrive on growth. What we have seen in the past decade is a move from the emphasis on individualised executive programmes to a more broad-based approach towards stimulating organisational growth and development at the senior executive level. It is important to note that this shift is not an apple to apple comparison as each domain serve different needs (a potential discussion topic on another day). The purpose is to leverage the personal development on organisational development.
In brief, personal development has often been centred on training, learning and development, team development and personal growth. Organisational development on the other hand, distinguishes the need for organisations to pursue initiatives that look at changes in behaviours, processes, systems and structures at a more strategic and forward thinking level as well as addressing organisational issues at a collective level.
While the relationship is not linear for a direct comparison, it is perhaps interesting to note that we are starting to see a paradigm shift towards organisations warming up to the idea of promoting organisational readiness to meet change, which is a hugely underdeveloped area in Asia. The relationship of both domains are however intertwined as executive coaching draws on the need to enhance leadership capabilities and personal influence in order to effect change and growth in the organisation.
This personal self-discovery process enables leaders and executives to achieve critical personal changes which could be mind-set shift or realising and overcoming obstacles which have been restricting personal growth. This process could enrich at the organisational level where a group of leaders can work together to create greater impact by leveraging on their diverse skills, experiences and perspectives.
Commonly used modes of executive leadership development such as team coaching can help the leadership team to improve their ability to communicate, open up, challenge and debate more readily and robustly to deep dive into organisational issues that may engender perspectives from other sources (i.e. employees, shareholders, consumers, other workplaces).
Action learning projects which have a team focus are gaining greater traction in this part of Asia as we see a growth in simulated facilitator-led programmes that strive to provide greater value-add on team relationships. Examples of action learning projects which we have developed and kick started with organisations include: ‘speaking up with courage within a diverse global environment’; ‘organisational alignment’; ‘risk management across the organisation by looking at a case study of what can go wrong’; ‘manpower planning through to 2030’; ‘enhancing workflow pathways’; ‘enhancing teamwork and collaboration’; and others relating to wicked organisational issues that have not been tackled previously.
These programmes have a positive rub-off on the organisational front where we are starting to see senior leaders opening up more to the notion of discussing risk, change and innovation challenges on a collaborative level. This has a direct cascading effect on increasing the level of inter-personal trust amongst employees, aligning vision, confronting problems instead of neglecting them and effectively managing conflict amongst others – which are really the primary outcomes of organisational development and growth.
Hence, we see growth in team-centric programmes that zoom in on how collaborative and agile leadership can further create the platform for developing the organisation through empowering and growing people.
Dr Steve Morris, Head Coach & Partner at Align HR Group &
Darren Lin, Associate Consultant at Align HR Group