Sie sind auf Seite 1von 13

The Power of

Coaching in
the VUCA

The Power of Coaching in the VUCA


May 10th, 2019

Objective of the Study
Research Methodology
Learnings and Implications
Objective of the Study

Has coaching helped organisations in India combat the

VUCA environment by reaching VUCA Prime*?
Did Coaching enable the movement?


Volatility Vision
Uncertainty Understanding
Complexity Clarity
Ambiguity Agility
Research Methodology: Empirical data collected through real life
coaching sessions conducted across 3 MNCs/39 Coachees
Case 1: Case 2: Case 3:
Organisation flux (mergers Leadership flux (engagement & Professional flux (Job
& acquisitions / spin-offs) in career progression in a high transitions due to layoffs) in a
a Fortune 50 chemical attrition environment) in one of Fortune 100 American
company. (Fortune 500, the ‘Big 4’ accounting & multinational financial services
2019) management consulting firms. corporation. (Fortune 500,

Number of Coachees: 14 Number of Coachees: 15 Number of Coachees: 10

Number of Number of Number of

Conversations/Coaching Hours: Conversations/Coaching Hours: Conversations/Coaching Hours: 60
98 18/27
Duration of Coaching Journey: 8 Duration of Coaching Journey: 6 Duration of Coaching Journey: 3
months months months

Learnings and Implications
Coaching journeys (at least 6 months) are far more powerful than one -
time/3 months coaching interventions.
Coaching created a space where the coachees could examine conflicting
ideas and explore which works for them. While the coaching intervention
was focussed on certain competencies and outcomes, the benefits
obtained by the coachees were broad-based.
The ‘will of the coachee’ plays a critical role in the effectiveness of a coaching
journey. In our case, the leaders were hi-potential or in a highly challenging
situation, which made them open to the idea of coaching.
The focus of coaching conversations for millennial leaders has been on
‘leading self’ and ‘leading teams’.
In a leadership coaching journey, the role of team-leaders becomes critical in
enhancing effectiveness of the coaching intervention. Involvement, inputs
and encouragement from the managers go a long way in encouraging the
participants. However, in all the three cases, the required leadership 6

involvement and encouragement was a key challenge.


Lovely Kumar, Director, Larks Learning Private Limited, Gurgaon and Co-
founder, WomenLead India (; #09899108659)

Gitanjali Saksena, Director, LagomWorks PLC, Gurgaon and Co-founder,

WomenLead India (; #9650026464)

Anila Rattan, Director, Larks Learning Private Limited, Gurgaon and Co-
founder, WomenLead India (; #09810335546)

May 10th, 2019

Thank You
Case 1: Organisation flux (mergers & acquisitions / spin-offs) in a
Fortune 50 chemical company. (Fortune 500, 2019)
Number of Coachees: 14 Task:
• To enhance the leadership competencies of the 14 hi-pot's that had been selected
for the coaching intervention.
Number of
• Millennials, Diverse, Professional experience of 7-10 years
Conversations/Coaching Hours: • Actively seeking a People Manager role
Duration of Coaching Journey: 7
months • Discovery Phase: Faced with confusion, low confidence
• Co-opting Managers: Request for feed-forward
Situation: • DISC, Personal Values Assessment, Discovery Coaching Qnr
• The company was to be • Individual Coaching Sessions: DISC styles / style flexing, journaling, mindfulness, skill/
will matrix, urgency / importance matrix, ego states, visualisation, area of concern /
bifurcated and the two parts
area of control, box of life & continuous learning options – reading, apps / podcasts
to be merged with two etc.
separate companies. • Wrap up session: devoted to the coachees thinking through how they could continue
• Need to have double the growing after formal coaching ends
people at every leadership
• The need for leadership • Promotions for ____ leaders!
development at all levels was • They were feeling energised about the future, confidence levels had increased significantly
therefore acute. • They were moving out of their comfort zone on a constant basis – increased Agility
• Many reported an increase in happiness both at home as well as work

Case 2: Leadership flux (engagement & career progression in a high
attrition environment) in one of the ‘Big 4’ firms.
Number of Coachees: 15 Task:
• To support the professional aspirations/concerns of 15 women leaders and
enhance their leadership competencies according to their competency framework
Number of
• Hi-potential, nominated by senior Partners/Directors; Millennials
Conversations/Coaching Hours:
Duration of Coaching Journey: 6
months Action:
• Discovery Phase: Faced with excitement
Situation: • Psychometric Assessment: Extended DISC
• High attrition at critical work • Group Coaching Sessions: Creating a safe space, Code of Conduct
• Tools: Visualization, wheel of life, letter to future self, 3E approach, networking
levels among the women
essentials (proactive, purposeful, meaningful), essentials of personal brand
(why/what/how/for who?), starting with why, transactional analysis, essentials of team
• Lack of leadership face time, leadership etc.
conducive work culture • Wrap up session: Kirkpatrick 4 level evaluation on Reaction, Learning, Behaviour and
• Formal Program designed to Results.
retain and develop these
women leaders; combination of
internal partner connects, in – Results:
• Promotions for 100% of the leaders in Batch 1!
person development sessions
• Shift of focus from external to internal: ability to value themselves and respect their
and coaching journey
• Becoming more assertive: standing up for their thoughts and beliefs
• Assuming team leadership responsibilities in their current roles; increased networking
Case 3: Professional flux (Job transitions due to layoffs) in Fortune 100
American financial services firm. (Fortune 500, 2019)
Number of Coachees: 10 Task:
• support the career transition for the impacted employees both emotionally and in the job search.

Number of
Conversations/Coaching Hours:
Duration of Coaching Journey: 3 Action:
months • Attend to emotions shock, stress and distress. understand the career progression and current role and
dissect the competencies that the coachee excelled in.
• compared the internal opportunities available against other organizations in the similar industry.
• planned action points to be achieved till the next session with deadlines and a reporting mechanism
between coach and coachee.
Situation: • Frameworks used
• Other frameworks/techniques that were shared were SWOT, SMARTER+ goals, Urgency / Importance
The company had closed down Matrix, Possibility thinking, Affirmations, Visualisation, Continuous learning options.
• The coaching was wrapped up either if a job offer was accepted or 6 sessions were over.The coaching
a specific business vertical and it intervention ended with creating a plan for continuous learning.
had impacted some roles. This
meant that there was a need to
either move laterally within the
organization or move out. • Placement of 3 people internally and 6 people externally out of a total of 10 people who we started coaching
• Their confidence levels had increased significantly.
• They had understood the importance of life-long learning and its impact in todays business climate.