As the third initiative in the ongoing research being engaged on behalf of the New Executive Coaching Summit (NECS), the Institute for Research on Professional Coaching has conducted an online survey regarding Organizational Changes and the implications of these changes for executive coaching practices. Following is a brief report being made by Dr. William Bergquist that summaries some of the results from this survey:
Summary of the report
Basic Demographic Information
• Digital survey completed by 36 respondents
• Not a large percent of those invited to complete survey
• However, sufficient to gain preliminary sense of perceptions
• Most respondents are active mature executive coaches
• They are at least 50 years old
• They typically have been working in the field for many years
Nature of Survey Responses
• Following response pattern might lead to concern about validity of results
• Did not take long to complete the survey (average 7 minutes)
• As in the case of many on-line surveys, might have been very rapid (and superficial) review of each item
• Resulting in minimal differentiation between items
• Potential for response set (pattern of behavior is established and replicated)
General Findings I
• Despite these cautionary notes about response patterns—there were several impressive general messages being delivered by the respondents
• General Finding One: mid-21st Century leaders and their teams are confronting major organizational changes and must adjust their own pattern and style of individual and team leadership to these changes.
• General Finding Two: there is a definite impact of organizational changes on the perspectives and practices of executive coaching
General Findings II
• General Finding Three: the major organizational changes that were identified in this survey seem to be closely tied together. Each change impacts all the other changes. The challenges are “complex” and not just “complicated.”
• General Finding Four: executive coaches must themselves change their own perspectives and practices given the challenges facing their leadership and team clients.
Changes in Organizational Structures
Structure: all of those organizationally defined parameters and connections within and through which people in an organization carry out the purpose of the organization. It is the formal and dynamic architecture defined by the organization within which the mission of the organization is carried out. Structures are readily identified and measured.
Permeable Boundaries
• The boundaries of organizations have become more permeable (we are not sure what is inside and what is outside an organization).
• Leader must shift: 63%
• Team must shift: 51%
• Executive coaches must shift: 42%
Flatter Organizations
• Organizations have become flatter, with fewer levels of authority and supervision (the distance from the top of the organization to its bottom is now shorter).
• Leader must shift: 60%
• Team must shift: 49%
• Executive coaches must shift: 54%
Temporary Units
• Organizations are now likely to create and engage many more temporary units that are assigned specific projects and are to accomplish specific outcomes—and are then dissolved.
• Leader must shift: 63%
• Team must shift: 60%
• Executive coaches must shift: 43%
Change in Organizational Processes
Process: inclusive of functions and activities that are integral to achieving the results of an organization. It concerns the day-to-day interaction among those who work in and for the organization. Processes are often elusive and not readily identified or measured.
Emotional Intelligence
• Organizations are now likely to engage more frequently and with intentionality in helping to improve the interpersonal relationships among members of the organization (a focus on “emotional intelligence”).
• Leader must shift: 71%
• Team must shift: 40%
• Executive coaches must shift: 37%
Learning Organization
• Organizations are now likely to engage more frequently and with intentionality in helping to improve the quality of and commitment to ongoing learning among members of the organization (creating a “learning organization”).
• Leader must shift: 63%
• Team must shift: 49%
• Executive coaches must shift: 49%
Changes in Organizational Attitudes and Culture
Attitude/Culture: individual and collective mental and emotional landscape upon which decisions about the organization and its process are navigated. It concerns the foundational behavioral patterns of the organization, as well as the assumptions, beliefs, values and personal aspirations that animate and guide those engaged in the activities of the organization. Attitude (individual) and culture (collective) can’t be directed identified nor measured. They can only be inferred from indirect observations and measures.
Virtual Workplace
• There is greater recognition and acceptance of the virtual way(s) in which this institution now operates (the “workplace” is now often at home or housed in a digital device).
• Leader must shift: 76%
• Team must shift: 50%
• Executive coaches must shift: 38%
Agility
• There is greater recognition and acceptance of the need for flexibility and agility in the way in which this institution now operates (those working in the organization must be more tolerant of volatility, uncertainty, complexity and ambiguity: VUCA).
• Leader must shift: 74%
• Team must shift: 51%
• Executive coaches must shift: 40%
Transitions
• There is greater recognition and acceptance of the need for ongoing transitions in the way in which this institution operates (those working in the institution must be more willing to leave the old behind and embrace the new).
• Leader must shift: 74%
• Team must shift: 57%
• Executive coaches must shift: 51%
Major Findings Regarding Leadership Functioning
• Increasing concern about interpersonal skills and emotional intelligence (process issue)
• All three of the attitude/culture changes are important
• Virtual workplace (the “virtual culture”)
• Agility and flexibility
• Managing transitions
Major Findings Regarding Team Functioning
• Increasing challenge of temporary teams and projects
• Managing transitions (stages of team development)
Major Findings Regarding Executive Coaching Perspectives and Practices
• Challenge of coaching about flattening of organizations (span analysis)
• Challenge of coaching about the management of transitions (Bill Bridges: living and leading in the neutral zone)
Challenging Perspective I
The changes identified in this survey are not new. They have been taking place in many organizations for many years. [Response: yes, they have been taking place for many years—but have been accelerating during the past couple of years as a result of COVID-19, as well as communication-based technological breakthroughs and the accelerating globalization of many businesses.]
Challenging Perspective II
Many of the concepts underlying these descriptions of organizational change (such as VUCA) are not new and have often been overused or mis-interpreted. [Response: these concepts might not be new, but they are still quite relevant – and often have been updated (as is the case with “VUCA-Plus”]