From "Me" to "Us": Coaching as a Catalyst for Organizational Change

Written by Marco Fusco

Today's world moves at a much faster pace than even a decade ago, and there are no signs of slowing down. Companies face daily challenges in implementing their strategies, undertaking necessary structural, cultural, and technological transformations. The keyword, therefore, is change.

I have been lucky to work as a consultant in many organizations across both the private and public sectors, and I have observed that achieving defined goals hinges on integrating strategic collective objectives with individual dimensions.

While technology is now an essential and enabling component, people remain the beating heart of every organization. In an environment of constant and frequent transformation, resistance to change becomes an element that must be explicitly and decisively managed within any improvement initiative.

Why Do We Resist Change?

Throughout my career, I have attended numerous project kickoff meetings for change initiatives, where I often encountered above-average enthusiasm for the envisioned future state, with comments ranging from "Finally! I've been saying this for a long time!" to "This was really needed!"

I have learned to never lower my guard, especially in these situations. On a human level, resisting change is not about attitude or character - it is physiological. Routine provides security, and altering it requires prolonged cognitive and emotional effort that not everyone is willing or able to exert, sometimes for reasons beyond the professional sphere.

The discipline of Change Management, through proper planning, communication, and training actions, can significantly mitigate and manage resistance, especially at a collective level. However, some causes of resistance lie in more personal and intimate spheres:

1. Uncertainty about one's own skills: the fear that previously acquired and consolidated knowledge may become obsolete or useless.
2. Reaction to forced change: change may be perceived as an imposed decision, removing autonomy.
3. Loss of control: the uncertainty about the real future state can create a feeling of losing grip over one's professional sphere.
4. Loss of purpose: in some cases, individuals may feel that the direction of change is not aligned with their own sense of purpose and values.

If those most affected by these dynamics within an organization are the very people who should not only implement but also lead the change, this becomes one of the main reasons many initiatives fail to achieve expected results.

The Role of Coaching in Change Management

I have observed how coaching, when properly integrated into transition projects, acts as a catalyst for change by operating on multiple levels:

• Awareness development: resistance often stems from a partial understanding of the reasons and real impact of change. Coaching helps individuals become aware of their fears, recognize limiting thought patterns, and find objective parameters to assess the situation.
• Responsibility and self-efficacy development: by exercising self-efficacy (as defined by Albert Bandura), individuals face challenges based on confidence in their abilities. Coaching reinforces this confidence, fostering a mindset that enhances awareness of acquired skills and strengths.
• Emotional management: negative emotions such as fear or frustration can hinder the entire change process. Coaching provides a safe space to explore and accept these emotions, transforming them into drivers for action and strengthening emotional intelligence (as extensively explored by Daniel Goleman).
• Alignment with corporate vision: coaching facilitates the exploration of personal values and their connection to the professional sphere, allowing individuals to evaluate their alignment with organizational goals. Even partially bridging the perceived misalignment can generate significant motivational momentum.
• Encouraging action and resilience: change requires perseverance and adaptability. A coach supports individuals in defining concrete and sustainable goals, promoting small actions that generate tangible progress.

Change Management & Coaching: an Integrated approach

After nearly 20 years of supporting individuals and organizations through change, I have come to believe that there is no "one-size-fits-all" technique. Organizations differ in relationships, culture, and approach, and the people within them are inherently unique.

However, I strongly believe in a structured approach that serves as a guiding star while allowing necessary flexibility.

When supporting an organization through transformation, we can rely on disciplines that are effective individually but provide real added value when integrated:

• Change Management guides the analysis of the current state (in terms of processes, organization, and tools) and the identification, design, and planning of communication, training, and resistance management initiatives at a collective level.
• Coaching enables key figures involved in the change to engage in the transformation journey and lead the transition with confidence in their abilities and those of the organization, acting as a facilitator and value driver.

In conclusion, I would like to align with the vision presented by John Whitmore in Coaching, one of the foundational texts in the field. If organizations, given the right time and resources, could embed coaching not only as a discipline but also as an approach to self-development and collaboration, we could take a decisive step toward a shift in terminology. We would stop speaking about "continuous change" and instead refer to a more sustainable "continuous improvement."

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