Rock the System
Nancy Sayer PCC, BCC, MS
Cornelia Shipley PCC, BCC, ELI-MP, MBA
copyright: 3C Consulting 2006-2014
What is Systems
Coaching?
Why does it matter?
copyright: 3C Consulting 2006-2014
What is a System?
A set of interacting elements
Dictionary.com
• a set of connected things or parts
forming a complex whole, in
particular.
• a set of principles or procedures
according to which something is
done; an organized scheme or
method.
copyright: 3C Consulting 2006-2014
Individual Systems Coaching
The Individual as System
The Culture as System
The Work as System (how
work gets done)
Based in open systems theory
copyright: 3C Consulting 2006-2014
Why Focus Your Coaching on
Systems
• Assess the strengths and
weaknesses of an individual,
team , or organization
• Enhance awareness for the
client to their internal and
external environment
• Understand the individual, social
and work processes impacting
your coachee
copyright: 3C Consulting 2006-2014
Organizational Culture
Assessment Instrument
HTTP://WWW.OCAI-ONLINE.COM
Organizational Culture
Assessment Instrument
Covers Six Areas:
• Dominant characteristics
• Organizational leadership
• Management of employees
• Organization glue
• Strategic emphases
• Criteria of success
copyright: 3C Consulting 2006-2014
Dominant Characteristics
1. Dominant Characteristics
Now
A. The organization is a very personal place. It is like
an extended family. People see to share a lot of
themselves.
B. The organization is a very dynamic and
entrepreneurial place. People are willing to stick
their necks out and take risks.
C. The organization is very results-oriented. A major
concern is with getting the job done. People are very
competitive and achievement-oriented
D. The organization is a very controlled and
structured place. Formal procedures generally
govern what people do.
Total
100
copyright: 3C Consulting 2006-2014
Preferred
100
Organizational Leadership
2. Organizational Leadership
Now
A. The leadership in the organization is generally
considered to exemplify mentoring, facilitating, or
nurturing
B. The leadership in the organization is generally
considered to exemplify entrepreneurship,
innovation, or risk-taking.
C. The leadership in the organization is generally
considered to exemplify a no-nonsense, aggressive,
results-oriented focus.
D. The leadership in the organization is generally
considered to exemplify coordinating, organizing, or
smooth-running efficiency.
Total
100
copyright: 3C Consulting 2006-2014
Preferred
100
Management of Employees
3. Management of Employees
A. The management style of the organization is
characterized by teamwork, consensus and
participation.
B. The management style in the organization is a
characterized by individual risk taking, innovation,
freedom, and uniqueness.
C. The management style of the organization is
characterized by hard-driving competitiveness, high
demands, and achievement.
D. The management style of the organization is
characterized by security of employment,
conformity, predictability, and stability in
relationships.
Total
copyright: 3C Consulting 2006-2014
Now
100
Preferred
100
Organizational Glue
4. Organizational Glue
Now
A. The glue that holds the organization together is
loyalty and mutual trust. Commitment to this
organization runs high.
B. The glue that holds the organization together is
commitment to innovation and development. There
is an emphasis on being on the cutting edge.
C. The glue that holds the organization together is
the emphasis on achievement and goal
accomplishment.
D. The glue that holds the organization together is
formal rules and policies. Maintaining a smoothrunning organization is important.
Total
100
copyright: 3C Consulting 2006-2014
Preferred
100
Strategic Emphases
5. Strategic
Now
A. The organization emphasizes human
development. High trust, openness, and
participation persist.
B. The organization emphasizes acquiring new
resources and creating new challenges. Trying new
things and prospecting for opportunities are valued.
C. The organization emphasizes competitive actions
and achievement. Hitting stretch targets and
winning in the marketplace are dominant.
D. The organization emphasizes permanence and
stability. Efficiency, control, and smooth operations
are important.
Total
100
copyright: 3C Consulting 2006-2014
Preferred
100
Criteria of Success
6. Criteria of Success
Now
A. The organization defines success on the basis of
the development of human resources, teamwork,
employee commitment, and concern for people.
B. The organization defines success on the basis of
having the most unique or newest products. It is a
product leader and innovator.
C. The organization defines success on the basis of
winning in the marketplace and outpacing the
competition. Competitive market leadership is key.
D. The organization defines success on the basis of
efficiency. Dependable delivery, smooth scheduling,
and low-cost production are critical.
Total
100
copyright: 3C Consulting 2006-2014
Preferred
100
ORGANIZATIONAL CULTURE
VALUES
Flexibility and Discretion
Internal
Focus
and
Integration
External
Focus
and
Differentiation
Stability and Control
copyright: 3C Consulting 2006-2014
ORGANIZATIONAL CULTURE
VALUES
Flexibility and Discretion
External
Focus
and
Differentiation
Internal
Focus
and
Integration
Stability and Control
copyright: 3C Consulting 2006-2014
ORGANIZATIONAL CULTURE VALUES
copyright: 3C Consulting 2006-2014
Cornelia’s Map
copyright: 3C Consulting 2006-2014
Holly’s Map
copyright: 3C Consulting 2006-2014
Sample Debrief
copyright: 3C Consulting 2006-2014
Key Questions
Individual as System
• What do you love to do?
• What brings you joy?
• What steals your energy?
• What do you avoid at all costs?
• What impact is your
environment having on you and
others?
copyright: 3C Consulting 2006-2014
Key Questions
Culture as System
• How is leadership and power
displayed?
• Who are the power brokers and why
? What relationship do you
have/need with them?
• How do people typically
communicate?
• What causes individuals to
withdraw? What is the general
energy of the team?
• How is work rewarded?
copyright: 3C Consulting 2006-2014
Key Questions
Work as System
• How are work priorities
determined?
• What work functions take
priority? Where does the
company invest most?
• How do you deal with
problems/challenges?
• What challenges exist in your
planning process?
copyright: 3C Consulting 2006-2014
Key Questions
Integration Questions
• How do your values as a leader
align with that of the
system/organization?
• What adaptations do you need
to make for better alignment?
copyright: 3C Consulting 2006-2014
What questions do you have?
copyright: 3C Consulting 2006-2014
Connect with US
Nancy Sayer
E-mail:
nsayer@samaritancenter.
org
@SamaritanCFC
copyright: 3C Consulting 2006-2014
Cornelia Shipley
Email:cornelia@3ccons
ult.com
@CorneliaShipley
Let’s
Connect
Email: cornelia@3cconsult.com
Twitter.com/CorneliaShipley
www.linkedin.com/in/corneliashipley
Facebook.com/corneliashipley
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