There is some amount of confusion about what systemic coaching implies. To simplify, let’s look at it as coaching both, the individuals and the teams they work in within an institutional context. Within this context, both the individuals and the teams are coached in alignment with pre-agreed institutional goals. These institutional goals are influenced by the interests of multiple stakeholders. These stakeholders impact the institution and are in return impacted by the actions of the institutions.
Individuals and teams need to understand stakeholder impact on them. They can then co-create their team vision, goals, and actions. This helps them collaborate on them for optimal outcomes. It requires that members of the team should work together synergistically, and be emotionally bonded towards commonly agreed outcomes.
- Empty Chair
- Multiple Voices
Good team facilitators can be good team coaches. They already know how to resolve conflicts and help form a team. They merely need to acknowledge what the team is saying and doing through listening and observation. They call out and share what is coming up for themself non-judgmentally. They inquire as to where the team wishes to go.
- What can I do far better as a team rather than individually?
- What are the 3 most value-added things I can do in line with the agreed outcome?
- How best can I derive support from the team (how best may I support another)?
- How best can the institution support me (how best may I support the institution)?
- Where are our differences coming from? How may we resolve them? How can the team/institution help?
- How can we serve our stakeholders better?
The systemic approach leads to openness, authenticity, transparency, honesty, and other centricity in thinking, communication, and action leading to a transformation in institutional culture.