Читать книгу Group Coaching and Mentoring - Linda Algozzini - Страница 30

To meet and reach individual employees at their current performance level, the manager needed to leverage strengths, experience, and leadership to push the entire department out of its safe comfort zone, create an environment of controlled chaos, and provide catalyst opportunities for transformative shifts to occur.

The manager wanted to grow the entire department into becoming higher level educators; to make this change most effective, the employees needed to play full on. This meant a structural change or shift needed to happen that could be experienced at an emotional level, forcing the individuals to move beyond their static zones of comfort. Each individual’s inner landscape would need to shift and undergo a structural change.

Elements of the framework would be created with intention and purpose to impact each individual on the level needed for foundational change. Employees would initially need to feel uncertain and anxious to get out of their comfort zones. Then transformation could occur. Once they started to experience a shift or change, they could feel confident and enlightened; self-esteem would begin to deepen, satisfaction would start to build, and they would begin to trust the process. Because people cannot be forced to grow, those who cannot or do not make a change remain stuck, and from a management perspective, it becomes a question of whether the stagnation is skills or wills (Batchelor, personal communication, 2016). Basically, it must be determined if the stagnation is because of the employee’s skillset or if it is because he or she lacks the willingness to adapt.