“Culture eats strategy for breakfast.” Peter Drucker’s famous quote rings just as true today as it did in 2006 when he first uttered the words, reminding us that no matter how well considered your strategy may be, it’s nothing more
Thabiso Baloyi works with Awakening Excellence and specialises in coaching for business,
career and personal empowerment and growth.
Prior to the pandemic, coaches and their clients would engage predominately on a face-to-face basis. Much like any other skills development
The success of training and coaching interventions has traditionally relied on face-to-face interaction. The idea is that engagement is higher and more fruitful when facilitators and coaches are able to address the individuals or groups in person – and, naturally,
And in the blink of an eye, everything changed.
The pandemic has altered and disrupted how we socialise, shop and live, not to mention how we work and even how we do business. For leadership teams in companies across industries,
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One of the fastest growing industries in the world, coaching is embedding itself as a widespread development tool.
The shift over the last century from agriculture to manufacturing with specialisation of labour being the predominant business operating model, an authoritarian style of management was prevalent.
Globalisation of business, flatter, leaner organisations, rapidly changing business, restructuring, cost-cutting strategies and the inadequacy of training on its own have been some of the driving forces behind the greater need for coaching.
Having worked in the space of coaching and people development for many years, I am saddened by how easily we give up on living a better life. We are quick to place blame and responsibility on something or someone.
The need for coaching and training interventions within organisations is now widely accepted and acknowledged, with 75% of organisations currently offering coaching and mentoring, according to a 2014 survey report by CIPD*.
The impact of implementing