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• 11/09 The Introduction of coaching in business as a cultural innovation
  
  Three levers make the effectiveness of coaching.
  1. Coaching is based directly on the performance process of individuals, teams and organizations. The value is measured by the results to be achieved. - The conclusion to what comes out is the most effective and least expensive method of control for consulting and leadership. This pragmatic philosophical background of coaching is perceived often not enough in Continental Europe. "By their fruits ye shall know them" (Charles S. Peirce).
  2. Coaching is highly individualized in its use and its contributions. "Here is the rose, here dance!” - It's about the respective next stage of development and change of performance delivery. This is often the explanation of the specific blind spot, which prevented an adequate perception of reality as a basis for action. The perception may be more successful earlier patterns of activity that does not help right now on. The implementation of a specific behavioral change. The development of fruitful cooperation in a team. The addition of a specific technical knowledge that is essential for success. The invention of new contexts, which enable new solutions.
  3. The aim of coaching is the achievement of concrete results together with the sustained improvement in self-competence. - "Trust", "responsibility", "transparency", "help for self-help", "promotion of self-reflection" are conditions of successful self-orientation in complex environments.
  
  Unlike traditional management consulting from perspectives such as business administration, personnel, organization, communication, etc. , coaching is  working on the concrete actions to make of the individual client, the team or company to contribute to and be successful. A certain degree of professionalism and knowledge of the field by the coach is quite useful for this :-). The introduction of coaching in business means a cultural innovation. "Performance" and "benefits" are at the center, "serving", "mutual support" and "self-competence". Traditional leadership and management ideas are questioned, where beliefs serve more to maintain power, instead of creating added value for clients and beneficiaries.