Coaching for Performance Fifth Edition: The Principles and Practice of Coaching and Leadership UPDATED 25TH ANNIVERSARY EDITION

by John Whitmore

If you impose a redesign on your people, they are likely to object, even if it is intended to be entirely for their benefit. Executives and senior leaders must, from the very beginning, set an example and model the ideal attitudes and behaviors authentically and well. People cannot be forced to change, they need the opportunity to choose how to change. You must help people develop themselves and, through coaching, experiment with some of the attitudes and behaviors you expect in the new organization. Without a collective vision with which people are engaged, change cannot succeed, but without vision at the top it will not even start. You must be prepared to make changes across the entire living system of the organization. Widescale behavioral change will not be sustained without congruent processes, organizational and reward structures, and so on.