the pace of change in the digital economy upending
traditional business models, the coaching function in
organizations needs to be remodelled and integrated into the
As companies in all industries grapple with a business
environment in which their future is being challenged as
never before, traditional models of coaching are being
The standard corporate coaching model of professional and
personal skills coaching – starting with front-line staff,
through to middle management – has been exposed by a new era
of higher scrutiny on measured, long-term results achieved,
increased corporate-user expectations and heightened media
exposure on the thousands of one-size-fits-all, certified
coaches churned out by the coaching mills each year. These
generic, mass-produced coaches are simply ill-trained to
deal with today’s developmental issues.
Many organizational coaching practitioners claim to use the
latest coaching methodology and techniques. On close
scrutiny of their coaching models most are merely attaching
a new name to the old workplace counseling model. While
some practitioners are simply unaware of the poor standard
coach training they undertook which was marketed under a
false promotional banner of scientific coaching.
The latest Organizational Coaching best-practice goes beyond
false promises about change and examines what can and cannot
be changed. It utilizes a research-based and scientifically
validated neuro-behavioral change model (Brain-Mind-Body
Today’s organizational coach needs to understand:
- how the brain works and how it can determine our
functioning and behavior
- the latest scientific discoveries into human
nature, our minds, behavior, relationships, how
human beings work -especially in an organizational
- the distinction between interior and exterior
reality at individual and collective levels
- the primacy of emotions over rationality. Emotions
are triggered through neural pathways that move much
more quickly than conscious thought, so that our
reactions, choices and decisions are largely
emotionally driven and post-rationalized.
- systemic cognitive biases make us poor decision
makers e.g. cognitive dissonance.
Most of us are unconsciously blind to our human
nature and will continue in a state of self-delusion
even when the wider reality has been revealed. This
capacity for self-delusion is pervasive throughout
Organizations have the false belief
that they make rational rather than emotional
decisions based upon the information that’s
available. The discoveries of neuropsychology
provide an antidote to our tendency for
self-delusion, but need to be administered
skilfully by an organizational coach who not only
understands the science to best design their
interventions but also to explain to their clients
why the intervention will work for them.
Today’s new-school, organizational coaches
incorporate critically important neuropsychological
tools into their coaching toolkit and hold a
holistic context for their coaching approach–
e.g. awareness of the whole person including the
brain-mind-body connection, emotions, feelings,
spirit, all levels of consciousness and
unconsciousness, and the ability to engage with the
past, present and future.
Today’s, Organizational Coaching Model of Best-Practice
incorporates knowledge from psychology (behavioral,
clinical, social, developmental, industrial and
organizational), systems theories, existential philosophy,
education and the management and leadership literature.
also integrates research from many proven disciplines into a
validated, user-friendly, holistic model of practice.
A genuine, Organizational Coaching Best-Practice intervention
employs Cognitive Neuroplasticity Models of Change that are
experiential in nature and also integrate components of:
→- Behavioral change therapy
→- Emotional realignment therapy
→- Neural shaping
→- Mindfulness based cognitive restructuring
→- Gestalt therapy
→- Transpersonal discovery
→- The Psychology of Selves
→- Positive Memory Reconstitution
→- And the following key psychological principles and
techniques : Self-actualization, Self-Concept, Self Esteem,
Self Identity and Working in the Conscious, Unconscious and
Super Consciousness Zone, Direct Visualization.
The targeted behavioral intervention's objective is to have
your client achieve perceptual self-awareness and learn
powerful, self-empowering, brain-mind change techniques for
peak performance, rejuvenation, well-being, health and
Changing behavioral drivers cannot be achieved by using the
many outdated models of coaching still widely promoted in
the coaching industry/literature.
Many large, high-profile coach training schools are teaching
‘old-school’ change models and in many cases teaching
scientifically unproven, fuzzy techniques. For example,
Neurocoaching has even been hijacked by NLP or
neurolinguistic practitioners. NLP is widely regarded as a
pseudoscience and not a true science. It is not accepted in
any serious scientific circles and no college teaches NLP.
Very few psychologists even know it. It simply lacks
Today there is a “new
alliance” between neuropsychology, neuroscience and
organizational coaching that is taking place.
There are now a small number of scientifically proven,
different neuropsychological treatment approaches that can
be used to address specific workplace needs. The Behavioral
Coaching Institute is at the forefront of teaching our
students these methods to deliver unmatched intervention
results for their clients.
For example: The latest Self-Transformational Cognitive
Neuroplasticity Change Models. taught in the Institute’s
Organizational Neuropsychology Coaching Course. enhance and
regulate both the neuronal pathways in the brain and
cognitive (the mind -how we think) patterns.
Neurocoaching focuses on the mind while the Organizational
Neuropsychological Coach takes a holistic (Brain-Mind-Body)
approach. It follows that Organizational Neuropsychology
students are taught to understand the function of the brain
and how to best stimulate growth as part of the
Because of the stigma of psychology or neuropsychology, many
people can only accept it under the rubric of coaching. The
problem is most people actually NEED a neuro-behavioral
approach simply because their needs are both brain and mind
related eg; the need to build new neural pathways to further
enhance their success levels or the emotional discomfort
that they're going through working on a new challenging
project. They don't actually have any specific workplace
coaching goals, but simply want to feel better and be
Organizational Neuropsychology Coaching is also preventive
care. We go to the gym and/or eat well to keep healthy. We
see our Doctor to get our annual physical check-up. So it
makes sense to offer care and support for emotional fitness
and development of the mind and brain.
Organizational Neuropsychology Coaching is not about telling
someone all of your childhood problems and nor is it working
with an executive coach who is not trained in the use of
modern change tools that have a basis in the behavioral
sciences. Today’s organizational coaching specialist is both
a social scientist and specialist organizational change
Businesses make a large financial investment in hiring
smart, creative employees so it makes financial sense that
they need to look after their worker’s brain and mind
health. Organizational Neuropsychology Coaching is the
scaffolding for a high performance work and life.
coaching (including: leadership coaching, executive
coaching, CEO coaching and line coaching) has had to be re-imagined, not just as a part of the training budget, but
as a core function of the business, at all levels.
Today, companies face the
challenge of balancing training cost pressures and creating
shareholder value while accepting greater responsibility in
the measurable short and long-term return on investment that
their coaching dollar delivers.
Essentially, this new environment dictates that function of
organizational coaching is brought out of its silo. All
organisations need to think about maximising people
development as a core part of doing its job, which means it
can’t be the responsibility of some faceless department.
Managers previously outsourced ‘people leadership’ to the HR
function, but that’s now been devolved back into the front
Getting the right
coaching to fit the required needs and bottom-line return.
The coaching function will always be a combination of people
and data to produce insights. Insights into what could be
done better, and where there could be an opportunity to do
better for customers and stakeholders. It’s critical to have
senior, experienced, highly trained people involved at
the outset around strategy setting, but you also have to
have internal and external coaches who are interacting with
their internal clients day-in and day-out thinking about
coaching in terms of the company’s needs, not just in terms
of ROI but also the need to grow -companies can’t stand
HR, Line Managers and Senior Managers must be on the same
page about coaching. In the last few years, the coaching
team and the human capital team have become very much in
Organizational coaching is essentially Management 101. Over
the last 10 years there has been a movement for coaching
to be institutionalised and made the responsibility of the
chief coaching officer, but now that is changing. Some of
this responsibility is needed to move back to the front
line. That is effectively taking it back to Management 101,
because the front line are the people that are managing both
the opportunities and their budgets.
This internalisation of the coaching function is governed by
the new era of higher scrutiny on organizational coaching by
stakeholders, the poor track record of ill-trained
organizational coaches and the public, with social media as
As organisations have gotten bigger, there’s been more
formality developed around the management of coaching, but
then you get an abdication of responsibility.
The challenge is to make sure that coaching is seen from the
commercial perspective (what’s the risk, what’s the reward
we’re getting, what are our boundary conditions) and from
what you want your front-line people thinking in terms of,
The interface between the front line and the Chief Coaching
Officer (CCO) should work
like this: “The front line proposes a coaching intervention
and the CCO says,
‘Actually that may not be the best method of coaching , and
here are the reasons why, so you could consider A, B, or C.
It’s your client though, and you will own the risk-reward.’
What you’re planning for –depending on how well the line
manager is schooled in coaching– is for them to come back
and say, ‘If I go with option B, do you think that may
produce a better result?’ And the CCO says, ‘Yep, and here
are the reasons why.’ That’s the ideal way you want coaching
to work in your organization, as a collaborative effort -but
the challenge of promoting it is among all your staff.
All parties must be seen as partners on the coaching
front-line in business. What the CCO is saying, ‘I still
make the final decision, but I really want your opinion,’ -
that’s a partnership, and that’s when it really works well.
As environments rapidly evolve, organisations need holistic
organizational coaching management from the Board to the
front line. Organisations should continue to transform the
way coaching is managed – leveraging the latest scientific
methodology and data to help align and minimise any risk and
maximise the benefits.
From culture to governance, the latest scientific,
Multi-Model Coaching Change
Models to data, the Behavioral Coaching Institute (BCI) has been helping 100’s of the world’s
leading companies and training select, highly experienced
people developers for over 25 years through its cutting-edge
invitational courses (with follow-on support).
For more information see: see our
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