Beyond Employee Engagement – Role of Coaching

The coach plays an integral  role in the emergence process around being the co-evolver of awareness leading to much more conscious levels of choice.  Most workplace behavior is unconscious habituated rote behavior. What we want to do is move more of the unconscious into the conscious – only 5% of what we do is from conscious choice in present moment awareness.  The more you do that the more you bring what is in the sub-conscious forward. The goal to make more conscious decisions (or choices) is a risk mitigation strategy.

The coach partners with the client to clarify accountability.  Most people believe accountability is being accountable to something outside of them, when in fact the real accountability is about accountability for their own potential and their own uniqueness to bring that forward.

Coaching co-creates the path to personal power, so that people can move beyond the fear-based need to control or force things and  find their natural organic power, and drop any need to be right about anything – and only continuously focus on finding the truth – which is no easy task for people. It is about the deep thirst to find the truth, and admit whether they are right or wrong, and have no attachment to it.

The coach enables the process of mind-body effectiveness. As we move beyond engagement, it is the whole person that will take us there – a person is in balance rather than one that is in habituated fear of the future – a person that is living in present moment awareness.  All of our bodies – emotional, physical, mental, spiritual – have to be in harmony to really be in a state of moving beyond the traditional models of engagement.

A coach brings a person’s uniqueness forward by acting as a mirror- as a feedback loop for the client – and hold the potential for the client as they begin to draw out that uniqueness.  As the client moves to deeper states of evolution, they will feel intrinsic motivation – which is definitely beyond engagement.

Lastly, the coach assists the client in measuring value-added performance. This is one of the harder things to do in an organization – only because people feel they are moving outside their job description or challenging their job within the macro processes of the organization. The environment must be safe enough to challenge non-value added efforts.  It takes great courage for people to step up if what they are doing is non-value added.

There are many ways coaches can facilitate a person to a deeper intrinsic state– it can be in small groups or individually.  Over the past 20 years we have looked for an emergent pattern of what were the real true critical success factors and elements in moving someone to deeply intrinsic states of motivation and beyond engagement. What one word would describe the process and evolution in moving beyond engagement? To me that word is presence – a word we have heard a great deal about over the past 10 years.  Peter Senge and other leading management thought leaders have written about the concept. We discovered eight additional elements anchored in presence (which is the net effect of moving beyond engagement), that need to be present to evolve people.

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