Many corporate 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 counselling 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 corporate 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 Approach).

CORPORATE COACHING TODAY..
Today’s corporate 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 setting.
- 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.

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, Corporate 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.

Corporate Coaching also integrates research from many proven disciplines into a validated, user-friendly, holistic model of practice.

A genuine, Corporate 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 happiness.

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 credibility.

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 advanced Corporate 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 focused Corporate Coach takes a holistic (Brain-Mind-Body) approach. It follows that Institute's Corporate students are taught to understand the function of the brain and how to best stimulate growth as part of the Brain-Mind-Body union.

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 better.

Organizational Neuropsychology focused 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 agent.

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 focused Coaching is the scaffolding for a high performance work and life.

Organizational 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 line.

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 still.

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 concert.

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 their lens.

As organizations 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, ‘What’s achievable?’

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 the Institute's COURSE CONTENT.

To arrange a call with Dr Perry Zeus (Faculty Head) or if you have any questions to the BCI Corporate Support Team on how we can help you - just submit the below Contact Form.

  
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