Page - 63 - in Coaching im digitalen Wandel
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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
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