HR Compass

Welcome to our HR Compass Newsletter, presented by the DE Job Market, AHK Greater China‘s online job board for connecting Sino-German employers with qualified candidates. In this monthly e-newsletter you will learn about the latest HR relevant topics that we select for employers in China. Every issue of HR Compass Newsletter includes an informative article written by experts, providing valuable HR insights, trends and know-hows within the field. For more information please click here to subscribe to HR Compass Newsletter!

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September 2021 Issue | Exclusive Article | Corporate Coaching Culture

Corporate Coaching Culture Supports Organizational Growth

Author:  Elaina Xu, HR Director at KraussMaffei China

In the era of Volatility, Uncertainty, Complexity (and) Ambiguity (VUCA), many companies face change, including organizational changes and a transformation of corporate culture. The biggest challenge in change transformation is the mindset change within organization. With the hardest part being to challenge your way of thinking and how you view/deal with previous experiences. In tough times of company-internal and external uncertainty, it increasingly becomes difficult for directors or leadership team to motivate employees. In this environment of fast paced developments and changes, how can companies enable their teams to remain competitive amid the fierce and various market environment? More and more companies now choose to train leaders as internal coaches or hire external corporate coaches to improve and to help their teams develop further, as well as to drive the consolidation of a new corporate culture.

So, what is corporate coaching culture? Usually, when it comes to coaching, people tend to think of someone supporting you in developing new skills as well as improving upon existing ones, such as swimming coach or soccer coach. In an enterprise however, coaching culture is a type of leadership culture focusing on training excellent employees.

Coaching culture in a company is usually a top-down process. From executives to employees, corporate coaching culture allows them to become aware of their weaknesses, disturbances and possible opportunities as well as to explore their personal and professional potential. Coaching assists them in making better decisions for themselves and their teams and thus to achieve their personal and team goals more effectively.

In an invisible business battle, the most important thing to focus on is people. In coaching culture, the first step is to “explore yourself”, starting with an analysis of one’s emotions, so that we may become more aware of ourselves. Who do we communicate with most every day? Of course, we communicate with ourselves every moment, every minute. At the same time, we are constantly in contact with the outside world through our feelings, thoughts, body and behaviours. After being stimulated by the outside world, feelings or emotions can arise very directly and quickly, especially in times of crisis. For example, last year’s epidemic gave the majority of our company a great stimulus: Can we continue to work on site? Will the company lose performance? What is the direction of the pandemic? What uncertainties will “I” and the company face? Various positive and negative emotions emerged one by one, particularly, some anxiety began to pervade. At times like this, managers need to make employees aware of these emotions and, more importantly, to recognise the underlying reasons behind the emergence of these emotions. A positive and constructively orientated mindset allows people to realise that instead of worrying about the results, they should worry about the possible causes thereof. As a result, a sense of urgency slowly replaces anxiety, and the creation of action plans becomes possible. No one complains anymore and is anxious about whether the performance target of the year can be achieved. As a manager coaching leadership helps shift the focus of management from “lecturing, rewarding and punishing” to an “entrepreneurial self-driven mentality” of team members.

As a part of coaching culture, leaders should be “responsible”, pushing subordinates to become more aware and to reduce their biases and blind spots. Some managers are confused when talking to employees performing poorly and are unsure how to help them increase their performance. We found that these managers usually only focus on the goal of improvement, but rarely pay attention to the underlying lack of awareness and perception of the relevant employees. Some employees’ low performance comes from their own blind spots, i.e., they don’t even know what they are not doing well. In such a case, the leader should be brave enough to make these employees aware of this issue through feedback and thus allow them to grow and work on their weaknesses.

By this stage, the organization has been reshaped: As part of a transformation of company culture and values, employees have adopted a positive and constructively oriented mindset and have become self-driven and self-organized. The coaching culture, a journey that is constantly fuelled by calibration, helps to examine the reasons for the gaps between actual behaviour and benchmarking, draws enough energy to move forward, and ultimately achieves the unity of knowledge and action.

 

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About KraussMaffei: 

KraussMaffei is among the world’s leading manufacturers of machinery and systems for the production and processing of plastics and rubber. The company’s brand stands for cutting edge technologies – for more than 180 years.

The range of the company’s services covers all areas of injection molding machinery, extrusion technology and reaction process machinery. This gives KraussMaffei a unique selling point in the industry.

With the high innovative power of the standardized and individual product, process, digital and service solutions, KraussMaffei can guarantee customers sustained additional value over the entire value-adding chain.

 

 

© German Industry & Commerce Greater China | Beijing
The content of the HR Compass newsletter is being provided for your general information and use only. The Exclusive Article reflects only the personal view of that expert, and in no case shall it be regarded as the opinion or responsibility of the German Industry & Commerce Greater China | Beijing. Although the information is selected and revised with the utmost care, no liability will be assumed for the completeness and the accuracy of the contents provided by the author. This information may include links contained in the Exclusive Article to other websites. These links are provided for your convenience to provide further information. They do not signify that we endorse the website(s). We have no responsibility for the content of the linked website(s).

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