Those aligned with this culture tend to value the predictability of a value-based, face-to -face coaching process. They like to work with people they can see and “touch” (tangible) and work in relationships that are long-term and grounded in reality (tangible). Leaders who are aligned with this culture tum to coaches who focus on deeply embedded patterns (traditions) in the institution. Cultural change is either considered impossible or unwise. A strong emphasis is placed on the full appreciation of the existing and often long-standing dynamics of the institution – this emphasis being most fully articulated by those embracing an “appreciative approach” to leadership.
Susan is in fact oriented towards the tangible culture (as well as the professional culture). One of her points of frustration concerns the desire of one client to always meet by phone or Zoom. He has “no time” for in-person meetings. Susan does not feel like she really “knows” this client and would much prefer, at least on occasion, to meet in person for at least an hour. Much more could be accomplished—and she would be much more comfortable in picking up his subtle phone or Zoom cues if she at least had an opportunity to work with him in person once in a while. As a coach oriented toward the tangible culture, Susan Stracker would like to see all of her clients face-to-face, but must agree to some phone and digitally-based coaching, given the location and busy schedule of her coaching clients.
Coaches and leaders associated with this culture embrace many untested assumptions, not only about the value of personal relations hips, but also about the ability of institutions and their leaders to “weather the storm” and to move beyond the seduction of faddish change. They conceive of the coaching enterprise as the honoring and reintegration of learning from the existing sources of distinctive wisdom located in their specific institution. These coaches and leaders tend to be appreciative, loyal – and sometimes a bit narrow-minded and resistant to new ideas.
Conclusions
I have proposed that each of these six distinct cultures (each with its own history and values) yields a specific perspective regarding organizational coaching and in turn, generates assumptions about ways in which to work most effectively with organizational leaders. Coaches bring their own cultural preference to their work and are often called to adopt other approaches and styles in order to synchronize with the organizational culture of the client, at least temporarily. The question here is how far will coaches stretch themselves, and for how long, such that they do not lose their authenticity.
Download Article 1K Club
