Content: Behavior, Coaching at Work, Behavioral Change, Interpersonal skills, behavior coaching at work, coaching at work behavioral change,
behavior coaching skills in the workplace, behavior coach, interpersonal skills, coach professional development, leadership and behavioral change models and executive coaching at work,  and techniques, behaviorcoaching and cognitive skills and coaching at work, leadership and executive coaching and psychology, behavior coaching in the workplace, behavioral competencies, executive coaching in the workplace, behavior coaching and psychology 

 

 


       Certified Master Coach Course -Some Preliminary Key Points/Guide Notes -BEHAVIOR:
      Coaching at Work: Human Behavior and performance in the workplace

         -
Achieving Validated, Measurable Behavior Change in the Workplace ©

           (includes extracts from the text books: 'Coaching at Work' and 'Behavioral Coaching' by Zeus and Skiffington -published and copyrighted by
           McGraw-Hill, New York)
BEHAVIOR
  -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.

The Role of Behavior at work:

The 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.

 

Successful personal, 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 skill
  • a desire to develop more productive working/social relationships
  • a need to be in step with organizational objectives

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. 

The difference 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 complexities. 

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.

A leader's 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).

Cognitive Skills: (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.

Interpersonal Skills: (includes: social perception, values, self-complexity and social capital as it relates to social exchange and influence)

Interpersonal skills are the leader's capacity to differentiate the intra-personal, inter-personal, and relational aspects of a social situation and integrate them in a manner that results in increased understanding or changed intention to positively act. It results from the leaders' abilities to differentiate and integrate their social settings.

The 2 aspects of Interpersonal Skills: Interpersonal differentiation and Interpersonal integration.
Interpersonal differentiation is the ability of a leader to discriminate and recognize the various existing and potential facets, aspects, and significance of a given social situations. Leaders who are able to differentiate their social environments are able to perceive a maximal number of dimensions and number of categories. Interpersonal differentiation is also a function of the leader's ability to regulate emotions within self and recognize emotions in others.

Interpersonal integration is the leader's ability to synthesize the various components of a social situation in a manner that leads to increased understanding and exchanges. Interpersonal integration is also a function of the leader's ability to arouse follower motivation by engaging follower self-concepts (e.g., self-worth, self-efficacy, self-esteem).

:Leadership Behavioral Skills- (includes: giving-seeking information, making decisions, influencing people, and building relationships etc.)
As mentioned above, the two key components of behavioral skills are:
-  behavioral repertoire -- the portfolio of leadership roles an executive leader can perform -and
- behavioral differentiation -- the ability of leaders to perform different leadership roles depending on the organizational situation.

Behavioral skills can be measured in terms of the scope and range of the roles an executive leader executes.

A developed set of cognitive and interpersonal skills together with a well developed behavioral range result in situationally appropriate executive leader behavior and ultimately organizational effectiveness.

The Behavioral Coaching Institute's invitational, fast-tracked Certified Master Coach Course (Self-Study, Campus or Distance Learning Format) meets the critical needs for workplace people developers / coaches to be trained and mentored in the use of validated, reliable behavioral change tools and techniques.  Read More >.... 

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Content: Behavior, Coaching at Work, Behavioral Change, behavior Interpersonal skills, behavior coaching at work, coaching at work behavioral change, leadership and executive coaching and psychology,   and techniques, behavior coaching and cognitive skills and coaching at work, behavior coaching in the workplace, behavioral competencies, coach professional development, leadership and behavioral change models and executive coaching at work,executive coaching in the workplace, behavior coaching and psychology, behavior coaching skills in the workplace, behavior coach, interpersonal skills,