Page - 63 - in Coaching im digitalen Wandel

63 Designing a fit-for-purpose coaching model to create sustained individual change during career transitions Nicky Terblanche Digital transformation and the Fourth Industrial Revolution have accelerated the rate of corporate change. In addition, personal ambition and a shortage of talented leaders mean that employees are promoted at a faster rate than before and expected to adapt to an ever-changing environment. Transitioning leaders often fail to perform as expected in their new roles, with harmful effects to the individual, their colleagues and the organisation. Transitioning leaders need to learn and adapt. Learning takes a number of forms, ranging from superficially adjusting thinking and behavioural patterns on the one end of the spectrum to challenging and adjusting deeply held worldviews and perspectives on the other. For sustained change, it would be preferable for transitioning leaders to undergo learning of the latter type. The question is whether coaching can be used to facilitate such deep, sustained learning and, if so, what should such a coaching approach look like? The research shared in this article presents an innovative Transformative Transition Coaching (TTC) model that aims to address the issue of sustained change during career transitions. The TTC model combines transformative learning theory and transition coaching approaches into a novel method to facilitate deep, lasting changes in the world views and perspectives of transitioning leaders in order to help them succeed in their new roles. A two-phased research design, consisting of a foundation phase employing grounded theory principles and an application phase applying canonical action research, was used to create, refine and evolve the Transformative Transition Coaching model systematically. The resultant TTC model consists of seven aspects (contextual, contrac- tual, anticipatory, procedural, temporal, technical and efficacious) that must be taken into account when coaching transitioning leaders for sustained indi- vidual change. Findings suggest that the TTC model has the potential to facil- itate lasting individual change, thus leading to successful career transitions. Open-Access-Publikation im Sinne der CC-Lizenz BY-NC-ND 4.0