-Some Key Points:
Behavior = A person's
actions which are controlled by the sum of their thinking
processes, attitudes, beliefs and feelings about specific ideas,
situations or other people.
Role of Behavior at work:
three interlocked factors for an enterprise’s success are: strategy,
process and behavior. Strategy sets the direction for the
enterprise—where it’s going and why. Work processes organize the work
toward strategic objectives. Behavior is the enabler of both
strategy and process. It is people’s behavior—what they say and
do—that is either aligned or misaligned with strategy and process.
professional and organizational development come down to human behavior—what
people do and don’t do to make each task a reality.
Coaching at Work: Generally the reasons for
seeking out a coach are linked to the desire for change at one or more
of three levels. For example, there may be issues around:
- a desire to become more effective at a professional
- a desire to develop more productive working/social
- a need to be in step with organizational
By positively changing an individual's behavior at any
one of these levels the organization as a whole will benefit as the
individual increases his or her effectiveness.
between technical and behavioral competencies
Technical competencies are usually learned (in an educational
environment or on the job) whereas behavioral competencies
(self-awareness, self-management and work habits and values etc) are
typically learned through life experiences. Behavioral
competencies are the processes or control laws that use the
technical competencies to achieve and/or maintain goals.
Traditional business coaching fails to deliver
Traditional coaching, built around Effective Listening Skills,
Questioning and Goal Setting, falls well short of developing
behavioral competencies. Coachees are given feedback about how to
do it better, what to change, what the standard is for high performance
etc. However, this
“one-size-fits-all” simplistic approach to
developing competencies is ineffective as it ignores our individual
In traditional coaching the
participants shortly revert to habitual patterns at the conclusion of
the coaching cycle. It's an expensive venture for a short-term
"buzz." Thus, the challenge for coaching professionals
is to enhance organizational effectiveness with a behavioral change and
learning model that strengthens and sustains individuals in the desired behavioral competencies.
Profit Eroding Behaviors
Any leadership or management behaviors that negatively impact the
effectiveness of an organization are Profit Eroding Behaviors. The
negative impact of persons with profit eroding behaviors is enormous.
Profit Eroding Behaviors are not just dangerous to the individuals' careers
but also directly impact the bottom-line performance and profitability of
the organization they work in.
Executive Leadership outcomes ultimately
affect organizational performance. Cognitive and
interpersonal skill sets or competencies are critical elements of the
leader’s portfolio of roles which determine specific, situationally-appropriate
leader behaviors. Traditionally, the
leader has been left to develop his/her own behavioral competency
range. This is now regarded as one of the key reasons why there has
always been an acute shortage of experienced leaders who possess
the developed mental skill sets required to operate at the top
level. Today, Behavioral-based Leadership Coaching provides a validated,
proven platform to develop those requisite behavioral skill sets.
Cognitive Skills and Interpersonal Skills affects executive
strategic competence through behavioral differentiation
(choosing the appropriate behavior) among the executive's behavioral
repertoire (the range and scope of behaviors and roles the
executive leader is competent to execute).
(includes the higher mental processes such as; a higher-level of Understanding
and Application, Analysis, Synthesis, Evaluation, Problem-Solving,
Judgement etc). The more
closely leaders' cognitive range matches the complexities of their
environments, the more effective the leader will be.
Cognitive skills refers to
leaders' capacity to process information
from their environments, execute their leadership functions, decision
making and critical tasks. Cognitively under-developed leaders
are only able to unidimensionally process information from their
environments while cognitively advanced leaders are capable of
multidimensional processing. The more demanding and complex their working and social environment, the
higher level of cognitive capacities the leader must possess to
successfully operate in it.