The way we conduct ourselves at work starts long before we enter the office.
An organisation is people.
Fears, the need for control, the difficulty in setting boundaries, anger, insecurity, the desire to be seen, and the way I react when something doesn't go my way- all of these affect the way I work, manage, and interact with people.
And when they meet other people, they become relationships, conflicts, decisions, and the way we manage.
This is where my work with organisations begins.
I don't come to the organisation to teach it how to conduct itself.
I am not an organisational consultant.
I get to work with the people inside it.
With a manager who has difficulty relinquishing control.
With an employee who can't say what she really thinks.
With management that knows there is a conflict, but is unable to address it.
With two talented people who can't work together.
With a manager who feels like he has to keep everything to himself.
Not to find out who is right.
To understand what's really going on there.
I know this world inside out.
I worked in high-tech for 13 years, 9 of which were in human resources management at startup companies.
I've been inside conference rooms, conflicts, decisions, recruitment, people management, and the pressure that comes with all of that.
I know the gap between how an organisation wants things to run and what actually happens when real people meet.
Today I bring to the world of work the same work that I do with people.
What does it look like in practice?
I work with managers, executives, and teams, depending on what is happening and where the work is needed.
Sometimes it's personal work with a manager around a dilemma, difficulty, or recurring pattern.
Sometimes it's a meeting with management or staff about a relationship, conflict, or something that's not getting through.
And sometimes the work is with people within the organisation whose relationship affects the entire work.
There is no single formula.
There's what's happening now, and that's where we start.
I recommend listening to an episode of Yoav Degani's excellent podcast that talks about exactly this.
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Why bring a satya coach to the organisation?
Daniel Goldman showed in his books that the better a manager is at managing his emotions, the better his business results will be.
Other research shows that the emotional “style” of leaders impacts the emotional climate of their team.
The way for managers and employees to get to know themselves, and to change unwanted behaviour on a cognitive level, is through dismantling old beliefs and conclusions that no longer serve us, observing and getting to know their emotions and the triggers that activate them.
Training for personal development within the organisation, even if done with a limited group of employees, will increase the level of personal well-being throughout the organisation and the recruitment rates; it will reduce the level of organisational politics and the percentages of attrition.
Bringing a coach into the organisation is a brave strategic decision, and it affects the bottom line.