Why Business Coaching?

Read this moment carefully and then reread it again. Coaching a business is different than coaching a person. Many gurus will argue that a business does not have characteristics of a living organism, but I am here to tell you business does have characteristics of a living organism; it is alive. (Of course it may seem to you that I have in fact nullified my hypothesis because sharing life does not mean that you would coach a dog the same way you would coach a human--in fact if you could coach a dog? <G>)

When you coach a business, you are coaching a living thing. Therefore, there are particular methods that are functional in the coaching interaction between a business entity and the coach. While it becomes a three-way interchange between the business owner (either the process owner, project director or business champion) and the business itself—since the business does not speak in terms that are verbally communicative, the business responds through outcomes and consequences.

Now this may seem like a good deal of balderdash, but I ask you to humor me a little bit more in this discussion. A business entity responds differently than a human client, therefore the coaching interaction must be modified in order to achieve appropriate outcomes. While it is true that a business is not human, the coaching interaction is very much the same as the business responds through the directorship of the fiduciary.

At times, the goals and desired outcomes of the individual are in direct opposition with those of the business. While we hope that alignment occurs and we go to great lengths to see that it does, it is not always possible. Fundamental issues germane to each CAS (complex adaptive system-both humans and organizations are CAS) may prevent that from occurring.

For example, it may be necessary to replace a particular human being without the appropriate KSA’s for the business outcome desired; yet the human being in both cases may be deeply affected. How you chose to coach one or the other is separate from the needs of the many and concern personal and organizational survival.

Coaches and detractors from coaches together may argue that a business can’t be coached, but I am here to explain the precise reasons that not only can a business be coached, but also that to coach a business requires different approaches. In order to shift a business, we must take into account the aspects of that business that require redirecting.

Often these aspects are independent of any one human and are a composite of the actions of multiple human forces—those forces when combined represents the results and outcomes of combinatorial forces. Kaufman describes these forces as forces that are the results of parallel and collaborating entities all at play in a complex dance of cause and effect—often isolated from each other.

Therefore to coach a business, we must view the composite force of actions--both taken by and through the person being coached (pbc) and the resultant outcomes. This clearly separates the role of one individual and the order of effects of combined action in the organization. It is at this point, that a business coach, like a coach of personal human beings must understand the systems involved, just like a personal coach understands the emotions, attitudes and behavior of a human.

Since the business is a composite of human interaction, it is like a human in some ways and quite unlike a human in others—part mechanical, part organic. A business outcome—often representative of combined thought—follows unseen universal physical laws and market laws more closely than can be achieved by the human being. Also, since both the business and a human being are complex adaptive systems, each has its own criteria for being effectively coached.

Coaches who fail to understand business systems are at high risk for failure when coaching business, just as a coach who fails to understand human behavior is at risk when coaching human behavior. Many coaches are under the impression that to coach in business you merely coach the human beings making decisions in the organization. However, the naivete of this approach fails to recognize that the coaching one part of a human is as suboptimal as coaching a part of a business or organization.

While coaches may be content to coach human beings, there is a difference when that same set of skills is applied beyond its scope—into an organization. An organizational system is a complex array of interacting forces and a combined effect of the interaction of many different human beings or systems. To assume that one can simply coach the human beings without any knowledge, skills and abilities being mastered in regards to the organization is "risky business."

Organizations clearly behave. Organizational behavior is not merely an extension of human behavior. This is made clear in the research into organizations and their subsequent unique behavior. A simple example confirms the differences between a human being and an organization in that a psychiatrist doesn’t treat an organization, only a human. Why would we think that the same kind of coach that coaches a human being or the same methodology used would be effective in both situations? This overgeneralization is rampant in practice today—complexity is ignored and over-simplified solutions are derived from incomplete system views.

While it is clear that a gray area exists between where the human being stops and the organization starts, it is nonetheless clear that an addition or complement of knowledge, skills and abilities indicative of a different methodology is required. What are not clear are the critical issues that distinguish this addition. However, it is essential to identify this critical distinction.

Reviewing the poignant issues, we outline critical differences between the human being and the business organization. We coach the organization by and through the behavior of individuals that form a composite reality--neither strictly human, nor strictly machine-- yet possessing characteristics of a complex adaptive systems.

Understanding the implications of these organic systems is critical to the outcomes desired for the business organization. These outcomes are independent and interdependent with human outcomes desired. Knowledge of business systems is a prerequisite of coaching business just the same, as knowledge of human systems is required for coaching human behavior.

Coaching business is clearly different than coaching the individual and anyone not understanding the distinction is destined to facilitate suboptimal business coaching and business and organizational systems. It is true that we can coach business people but I am drawing a distinction being coaching the businessperson and coaching people in the business system—the difference.

Understand more about Coaching the Third Win--an essential outcome of business coaching.