How to create an organization that is both fit for the future and fit for human beings.

Gary Hamel in his book, “Leading the Management Revolution,” says that today we need organizations that are not only fit for the future, but fit for human beings. Today, according to a huge study by the George Gallup 30 to 40 percent of the USA workforce is “disengaged,” at a cost of over a $trillion dollars. Why?

The management model every Fortune 500 organization operates from is one that was invented about a 100 years ago, during the industrial era and was basically designed to turn people into robots. Today, new times, call for a new management model one that is based on creating a workplace where people give the gift of their passions, talents, and ideas.

Gary Hamel, the Gallup organization now call for today’s CEOs to lead a management revolution. They know the “what” but don’t offer much insight into the “how.” It’s my beliefs that the management model that is required is a shift from management to coaching.

Good coaching is not the same as “good management.”

Coaching is a totally different paradigm that requires a different way of being, thinking, and interaction.

1. Managers see their role as directing or controlling people’s actions to accomplish predictable results. Coaches see their role as a “committed partnership” that is about empowering people to realize an impossible future and accomplish unprecedented results on their own.

2. Managers get their power from authority. Coaches get their power from their relationship with the people they coach and their mutual commitments to objectives,

3. Managers tend to tell people what to do based on goals and tasks that have been previously set. Coaches listen to people in a way that ignites their personal and organizational ambitions.

4. Managers try to get people to work exclusively on the boss’s goals and immediate needs of the organization. Coaches ask people to spend at least 20% of their time working on impossible goals they feel passionate about .

5. Managers solve problems within constraints and limits. Coaches use constraints and limits to achieve breakthroughs unprecedented results.

6. Managers are reasonable. Coaches are unreasonable.

7. Managers think employees work for them. Coaches work for the people they coach.

8. Managers maintain and defend the existing organizational culture. Coaches create a new organizational culture.

Posted in Executives, Leader as Coach and tagged , , .