Table Of Contenti
PRAISE FOR COACHING
PEOPLE THROUGH
ORGANIZATIONAL CHANGE
‘Every coaching client is a person undergoing change–even if they are not fully
aware of how radical that change is. The role of coach is evolving from coaching
individuals to coaching individuals within their systems, to coaching the systems
themselves. A substantial change-related toolkit is essential for coaches and
that’s what this book provides.’
Professor David Clutterbuck, Practice Lead at Coaching and Mentoring
International Ltd, and Practice Lead at David Clutterbuck Partnership
‘If you care deeply about your organization and your people, then put this book
on your reading list and get to it quickly! Amy and Sue hold your hand through
the journey, planning for today and ensuring benefits tomorrow with this
no-nonsense guide to delivering organizational change through coaching.’
Hina Shavdia, Head of Change, AXIS Capital
‘Coaching generates engagement, puts responsibility and authority with others
and enables high performance. It’s fundamental to successful change. This
comprehensive and profound book makes this case and gives the reader the
practical directions to get on with the job. It will be a bible and handbook for
anyone concerned with delivering large scale change.’
Myles Downey, leader, performance coach and author of Effective Modern
Coaching, Effective Coaching and Enabling Genius
‘Organizational Change is all about producing benefits and you can’t do this
without individual change. This book brings humanity, care and respect to those
experiencing organizational change through the use of coaching in a way most
organizational change books have not. It’s about time change was made more
humane in organizations and this is the book to start the journey.’
Ketan Patel, Founder, Change Reaction, and UK Co-lead, Change Management
Institute
ii
‘The world needs more people that combine organizational, team and individual
change. Sue Noble and Amy Tarrant, provide a very practical and informative
book to help those facilitating organizational change understand how they can
utilize coaching to support the process.’
Professor Peter Hawkins, Chairman, Renewal Associates
‘This is it... a practical and thoughtful formula for organizational advancement
and impact! It’s the first business-related book that I have read during my
40-year career that is truly a page-turner. It seamlessly integrates two timely,
timeless and must-master success topics–coaching people and change. Through
relevant and global examples, strategies and use-them-now tools, the authors
expanded my mindset and toolkit around change and continuous improvement
today. By giving us the What? So what? and Now What? regarding the drivers,
opportunities and challenges around change, it’s a blueprint for engagement
and action. It’s an essential read for advancing companies that want to leverage
their human capital technology and build for sustainable change.’
Robin Peppe Sterneck, President of Sterneck Capital Management and
Co-Facilitator of the Emerging Leaders programme at Central Exchange
‘Coaching People Through Organizational Change impressively uses the brain
science of Emergenetics® as a vehicle to more effectively navigate change. This
connection, lucidly explained, is the gap that this book fills in the workplace. It is
clear, pragmatic and therefore powerful in helping people to be more effective at
work.’
David Sales, Director, Emergenetics UK
iii
Coaching People
through
Organizational
Change
Practical tools to support employees
through business transformation
Sue Noble and Amy Tarrant
iv
Publisher’s note
Every possible effort has been made to ensure that the information contained in this book is
accurate at the time of going to press, and the publishers and authors cannot accept respon-
sibility for any errors or omissions, however caused. No responsibility for loss or damage
occasioned to any person acting, or refraining from action, as a result of the material in this
publication can be accepted by the editor, the publisher or the author.
First published in Great Britain and the United States in 2022 by Kogan Page Limited
Apart from any fair dealing for the purposes of research or private study, or criticism or review, as
permitted under the Copyright, Designs and Patents Act 1988, this publication may only be repro-
duced, stored or transmitted, in any form or by any means, with the prior permission in writing of the
publishers, or in the case of reprographic reproduction in accordance with the terms and licences
issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the
publishers at the undermentioned addresses:
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London New York, NY 10018 Daryaganj
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United Kingdom India
www.koganpage.com
Kogan Page books are printed on paper from sustainable forests.
© Sue Noble and Amy Tarrant, 2022
The rights of Sue Noble and Amy Tarrant to be identified as the authors of this work have been
asserted by them in accordance with the Copyright, Designs and Patents Act 1988.
ISBNs
Hardback 978 1 3986 0704 0
Paperback 978 1 3986 0702 6
Ebook 978 1 3986 0703 3
British Library Cataloguing-in-Publication Data
A CIP record for this book is available from the British Library.
Library of Congress Cataloging-in-Publication Data
Names: Noble, Sue, author. | Tarrant, Amy, author.
Title: Coaching people through organizational change : practical tools to
support employees through business transformation / Sue Noble and Amy
Tarrant.
Description: New York, NY : Kogan Page, 2022. | Includes bibliographical
references and index.
Identifiers: LCCN 2022024165 (print) | LCCN 2022024166 (ebook) | ISBN
9781398607040 (hardback) | ISBN 9781398607026 (paperback) | ISBN
9781398607033 (ebook)
Subjects: LCSH: Organizational change. | Executive coaching.
Classification: LCC HD58.8 .N62 2022 (print) | LCC HD58.8 (ebook) | DDC
658.4/06–dc23/eng/20220610
LC record available at https://lccn.loc.gov/2022024165
LC ebook record available at https://lccn.loc.gov/2022024166
Typeset by Integra Software Services, Pondicherry
Print production managed by Jellyfish
Printed and bound by CPI Group (UK) Ltd, Croydon CR0 4YY
v
CONTENTS
Foreword by Melanie Franklin x
Preface xii
Acknowledgements xiv
About the authors xvii
01 Organizational change in context 1
Introduction 1
Global trends and change 1
Organizational change 3
Making change happen 9
Conclusion 13
References 14
02 Acquisitions, digitalization and regulation: The change
giants 16
Introduction 16
Acquisitions 16
Digital transformation and its role in organizational change 19
Regulatory compliance 26
Conclusion 32
References 32
03 Coaching in a change context 35
Introduction 35
The relevance of coaching for change practitioners 35
Defining coaching and mentoring 36
Can anyone be a coach or mentor? 40
Essential skills for change practitioners 41
Potential barriers and how to overcome them 45
The potential pitfalls of giving advice 48
Conclusion 50
References 50
vi Contents
04 Best practice coaching methods for change
practitioners 51
Introduction 51
Contracting, agreements and setting the scene 51
Confidentiality and breaking the confidentiality clause 53
Psychological contract 53
Three-way contract 53
The use of frameworks and coaching models 56
Preparing for a coaching conversation 57
REST 57
What are ethical dilemmas? 58
Potential ethical dilemmas 59
How to avoid ethical dilemmas 60
The relevance of ethics for change practitioners 61
Using coaching models 63
Conclusion 66
References 66
05 Introduction to Emergenetics® and its relevance to
change and coaching 67
Introduction 67
Emergenetics explained 68
How can change practitioners use Emergenetics? 68
How does Emergenetics work? 68
Behavioural attributes and how people show up 69
Thinking attributes and how people think 72
What is each thinking attribute motivated by? 73
No excuses 74
How to recognize thinking and behavioural attributes 77
Communicating with Emergenetics 80
Conclusion 80
References 81
Change challenges and coaching solutions 83
06 Post-acquisition challenges 85
Introduction 85
Integration speed and timing 88
Integration resourcing and plan 89
The role of leadership 92
Contents vii
Communication 94
Training 97
Client retention 98
Coaching solutions for post-acquisition challenges 100
Knowing when to use an external coach 101
Supporting larger groups 102
Team coaching versus team facilitation 103
Conclusion 109
References 109
07 Resistance to organizational change 111
Introduction 111
Why people resist change 112
Overcoming resistance 117
Coaching solutions for resistance to change 122
Change and transition models: techniques to coach people
resistant to change 122
Conclusion 132
References 132
08 Business transformation and ambiguity 134
Introduction 134
Meet VUCA, the new normal 134
Tales of the unexpected 135
Learning to live with VUCA 136
Leading the way 139
Coaching solutions for business transformation and
ambiguity 140
Who needs support and why? 140
Using Emergenetics to mitigate ambiguity 141
Conclusion 144
References 144
09 Stakeholder engagement 146
Introduction 146
What is a stakeholder? 146
What is stakeholder engagement and why is it important? 147
Identifying who our stakeholders are 148
viii Contents
How and when: stakeholder engagement 150
Evolving the stakeholder management approach 151
Stakeholder engagement at different levels of the organization 152
Coaching solutions for stakeholder engagement 157
Coaching versus influencing 159
The coaching conversation process 160
Coaching techniques for stakeholder engagement
conversations 161
Coaching with ADKAR 168
Using ADKAR and scaling questions during 1-2-1 coaching
conversations 171
Facilitated group sessions 172
Conclusion 173
References 173
10 Making change stick 175
Introduction 175
The definition of success 175
Adoption as a benefit driver 178
Coaching solutions to making change stick 183
Conclusion 188
References 189
11 Building an internal coaching capability 190
A coaching culture: is it necessary? 191
What is internal coaching? 193
Who is the internal coach? 193
The benefits of developing a pool of internal coaches to support
change 195
The practicalities of introducing internal coaching 198
Training the internal coach 199
Training syllabus 201
Avoiding common pitfalls of developing an internal coaching
capability 203
Hybrid working and coaching 209
Conclusion 210
References 211
Contents ix
12 Techniques to coach people through change 212
Introduction 212
Managing resistance when asking questions 212
Levels of challenge and complexity for each technique 214
Level of complexity explained 214
Where do these techniques originate from? 214
Who can use these techniques? 214
Preparing for your conversations 215
Technique 1: a walk in the park 215
Technique 2: C-I-A model – Control, Influence, Accept 217
Technique 3: Circle of Concern and Circle of Influence 218
Technique 4: time line 220
Technique 5: AIR your feedback 222
Technique 6: Neurological or Logical Levels 224
Technique 7: the change cycle 228
Technique 8: Bridges’ transition model 234
Technique 9: Johari Window – communication and feedback
tool 238
Technique 10: Disney strategy for team and group coaching 241
Technique 11: the Drama Triangle 244
Technique 12: The Empowerment Dynamic 248
Technique 13: Perceptual Positions 253
Conclusion 256
References 256
Appendix A: Stages of EMERGE: how and why to use them 257
Appendix B: A framework for coaching conversations: guiding
principles, core values and essential skills 265
Appendix C: Techniques to coach people through change matrix 267
Appendix D: Change certification 271
Appendix E: Coaching certification 274
Index 279
