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Every organization I work with implements some system to improve things—Agile, design thinking, and programs to improve inclusion and diversity. These are generally good programs. Yet, some of these initiatives lead to great success, while others fail to deliver on their promises. The key lies in the organizational context—the invisible foundation for implementing these systems.Consider this analogy: When planting a pineapple seed, the quality of the seed itself matters little if the soil lacks the necessary nutrients. Last week, I went to buy soil and had two options - a €1.19 bag and a €6.00 bag. When I asked about the difference, the store clerk showed me that the more expensive soil was thick, dark, and rich, with a pleasant earthy aroma, while the cheaper option was dusty, grey, and devoid of life. Naturally, I chose the €6.00 bag because I knew my pineapple seed would thrive in that nutrient-rich soil, whereas it would struggle and likely fail in the poorer-quality soil, no matter how good the seed might be.In the same way, the seed you are trying to implement—be it Agile, Lean Six Sigma, or any other management system—is only as successful as the soil it is planted in, namely the organizational context. Although the system itself may be sound, if the underlying conditions within the organization are not conducive to its implementation, the initiative is likely to falter, no matter how well-designed it is.<figure id="figure-79r0teay6jlyh4xk8p" class=""><img id="79r0teay6jlyh4xk8p" src="https://media.gettyimages.com/id/2013784763/photo/young-girls-running-in-a-high-school-cross-country-5k-race.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=waUW9fKmkDNuaQqgwM4c0skWZohL0bYsoyDrtyDotMU=" alt="Young girls running in a high school cross country 5K race" title="Young girls running in a high school cross country 5K race" class="object-cover bg-gray-100 rounded-lg md:rounded-xl lg:rounded-2xl" style="aspect-ratio: 16/9; object-position: center center;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="null" data-positiony="null" data-fullwidth="false" data-mce-src="https://media.gettyimages.com/id/2013784763/photo/young-girls-running-in-a-high-school-cross-country-5k-race.jpg?b=1&amp;s=2048x2048&amp;w=0&amp;k=20&amp;c=waUW9fKmkDNuaQqgwM4c0skWZohL0bYsoyDrtyDotMU=" data-mce-style="aspect-ratio: 16/9; object-position: center center;"></figure>Are you intentionally creating a powerful context? If not, why not?

The Secret to Organizational Change Programs: Understanding Context. 2

people sitting beside rectangular table beside window

Last Friday, I watched a football match of my favorite team. My team led 1-0 five minutes before the end. I sent a message to a friend saying, "How great if we can win this game!" Two minutes later, the opponent scored 1-1. My friend replied, "Never praise the day before it's over." To me, that's the exact wrong way to live. Why?<h2>The Power of Shifting from How to Who</h2>Have you ever asked yourself questions like these:<ul><li>How do I find the perfect job?</li><li>How do I find the perfect partner?</li><li>How can I make today a great day?</li><li>How can I be happier?</li><li>How can I get more friends?</li></ul>Now, let's shuffle the letters of the word HOW and make it into WHO and ask again:<ul><li>Who do I need to be to be the best employee?</li><li>Who do I need to be to be the perfect partner?</li><li>Who do I need to be to have a great day?</li><li>Who do I need to be to be happier?</li><li>Who do I need to be to be a good friend?</li></ul><h2>What's the Difference?</h2>What do you notice? What's different for you when you ask the Who questions? Do you notice that there's more power in them? Do you see that you have something to say about the outcome of the Who questions?The How questions are directed at trying to get something from the world. The Who questions are directed at you being the best version of yourself to the world. The Who question returns you to your powerful self. But ONLY always.<h2>Applying the Principle in Business</h2>Businesses that focus on "Who do we need to be to be loved by our customers?" and "Who do we need to be to have the best people working for us?" will steal all the market share from businesses that ask themselves, "How do we get more customers?" and "How can we have better people working here?" will always out innovate the competition .When leaders and employees ask Who questions, they align their actions with their values. This alignment fosters trust and loyalty. It transforms the workplace into a space where everyone thrives.So, next time you find yourself asking a How question, pause and reframe it as a Who question. Focus on becoming the best version of yourself. This simple shift can bring profound changes in your personal and professional life.

The Power Principle: From How to Who

A company's most valuable asset is its employees. Absenteeism is the most significant drain on employee productivity. Stress is the primary driver of absenteeism. Logical, yes?While cutting staff may seem like an easy way to reduce costs in the short term, it often backfires in the long run. The remaining employees are left to shoulder heavier workloads and responsibilities, leading to increased stress, burnout, and, ultimately, more absenteeism. This vicious cycle undermines the productivity and cost savings the layoffs were meant to achieve.<figure id="figure-vk6pmqzb7flyh5cbw3"><img id="vk6pmqzb7flyh5cbw3" src="https://images.unsplash.com/photo-1485217988980-11786ced9454?crop=entropy&amp;cs=tinysrgb&amp;fit=max&amp;fm=jpg&amp;ixid=M3wyNjI5NjF8MHwxfHNlYXJjaHwyMHx8aGFwcHktZW1wbG95ZWVzfGVufDB8fHx8MTcyMDY5NDk0M3ww&amp;ixlib=rb-4.0.3&amp;q=80&amp;w=1080" alt="happy-employees" class="object-cover bg-gray-100 rounded-lg md:rounded-xl lg:rounded-2xl" style="aspect-ratio: 16/9;" data-mce-src="https://images.unsplash.com/photo-1485217988980-11786ced9454?crop=entropy&amp;cs=tinysrgb&amp;fit=max&amp;fm=jpg&amp;ixid=M3wyNjI5NjF8MHwxfHNlYXJjaHwyMHx8aGFwcHktZW1wbG95ZWVzfGVufDB8fHx8MTcyMDY5NDk0M3ww&amp;ixlib=rb-4.0.3&amp;q=80&amp;w=1080" data-mce-style="aspect-ratio: 16/9;"></figure>well-being is not just about immediate benefits. It also sets the stage for long-term success. Companies with a healthy, engaged workforce are better positioned to innovate and adapt to changing market conditions.In the end, the cost of investing in employee well-being is far outweighed by the benefits. Companies that prioritize their employees' health and happiness will see improved productivity, reduced absenteeism, and stronger overall performance.In today's competitive business environment, investing in employee well-being is a strategic imperative. Companies that recognize and act on this will not only enhance their productivity but also create a more resilient and engaged workforce.The bottom line? A healthy workforce is a productive workforce. And that is an investment worth making.

Employee Well-Being: A Strategic Advantage

Breaking into corporate coaching can feel intimidating, especially if you’re used to working with individual clients. But here’s the truth: if you’re already coaching individuals who work within companies, you’re halfway there. You need to think bigger and be intentional about expanding your reach.I once worked with a client who was head of finance at a large corporation. His boss brought me in because they considered firing him if he didn’t improve his leadership skills. After six months of working with him, he saw incredible progress. But I didn’t stop there—I made sure to have regular conversations with his boss, the GM, about the improvements. These conversations weren’t just updates; they were opportunities to demonstrate the value of coaching to the broader organization.What happened next? I started coaching the GM’s entire leadership team. One client turned into the whole organization. That’s how you break into corporate coaching: start small, but keep your eyes open for bigger opportunities.&nbsp;Here’s a strategy you can use right now. When coaching an individual who works in a company, ask them about their team. Is their team struggling with the same challenges? Would it benefit the entire team if they could see the same breakthroughs your client is experiencing? Propose running a workshop for the team or offer to coach a group. Corporations love solutions that scale, and if you can show them that your coaching can help not just one person but a whole team, you’ve got your foot in the door.Another key: don’t be afraid to get creative. I often start with an "awareness session"—a short, interactive session that gives teams a taste of what’s possible. It’s low-pressure but gives corporate leaders a glimpse of the results they could achieve with more in-depth work.&nbsp;Corporate coaching is about positioning yourself as the solution to a more significant problem. Keep showing up, expand the conversation, and always look for opportunities to serve at a higher level. That’s how you transition from coaching individuals to transforming entire organizations.

How to Break into Corporate Coaching: First Steps and Strategies

woman in black shirt and blue denim jeans writing on white paper

Being a trusted advisor isn’t about having all the answers. It’s about the courage to challenge your clients and tell them the things no one else will. That’s the real key to building solid and lasting relationships in the corporate world.Many corporate leaders surround themselves with “yes men”—people who reinforce their opinions, avoid conflict, and tell them what they want to hear. But a trusted advisor does the exact opposite. You’re there to offer an external perspective, to help leaders see what they can’t see themselves, and that means you have to be willing to say things that might make them uncomfortable.I’ll never forget one client who brought me in because his team was falling apart. He thought he knew the problem—he blamed his employees for being disengaged and ineffective. But after sitting in on one of their meetings, it became clear that the problem wasn’t the team—he was. He dominated every conversation, barely letting anyone else get a word in. His team wasn’t disengaged; they were shut down by his need to control every situation.I could’ve played it safe, nodded, and kept him happy. But that’s not what a trusted advisor does. I pulled him aside and said, “I need you to stop talking for the next two hours. Let your team take the lead.” He wasn’t happy. He was furious at first. But he listened, and the result was incredible—his team came alive, started contributing, and solved problems without his interference.That’s what being a trusted advisor is all about. It’s about seeing the bigger picture, pointing out the blind spots, and risking the relationship to help your client grow. You’re not there to be liked but to help them achieve results. Trust comes from knowing that you’ve got their best interests at heart, even if it means pushing them out of their comfort zone.You must step into that role to build genuine relationships with corporate clients. Be the one who tells them what they need to hear, not just what they want. That’s how you build trust—and that’s how you make a real impact.

Becoming a Trusted Advisor: The Key to Building Corporate Relationships

A few years back, I received a call from a Fortune 50 company executive. He was troubled by his team's lack of proactivity, innovation, and accountability. He asked for my help to fix his group. Invited to their strategic retreat, I observed a pattern. The executive, though brilliant, dominated discussions. He quickly dismissed others' ideas, unwittingly stifling their initiative.To address this, I proposed a simple exercise. For two hours, he was to listen silently, noting his own reactions without interrupting the flow of ideas. The result was telling. As he struggled to hold back, the team's energy waned the moment he interjected. This confirmed the impact of his leadership style.<figure id="figure-j4s28r7u5glyh5g9im"><img id="j4s28r7u5glyh5g9im" src="https://images.unsplash.com/photo-1521737604893-d14cc237f11d?crop=entropy&amp;cs=tinysrgb&amp;fit=max&amp;fm=jpg&amp;ixid=M3wyNjI5NjF8MHwxfHNlYXJjaHw2fHx0ZWFtX2Rpc2N1c3Npb258ZW58MHx8fHwxNzIwNjk1MTI3fDA&amp;ixlib=rb-4.0.3&amp;q=80&amp;w=1080" alt="team_discussion" class="object-cover bg-gray-100 rounded-lg md:rounded-xl lg:rounded-2xl" style="aspect-ratio: 16/9;" data-mce-src="https://images.unsplash.com/photo-1521737604893-d14cc237f11d?crop=entropy&amp;cs=tinysrgb&amp;fit=max&amp;fm=jpg&amp;ixid=M3wyNjI5NjF8MHwxfHNlYXJjaHw2fHx0ZWFtX2Rpc2N1c3Npb258ZW58MHx8fHwxNzIwNjk1MTI3fDA&amp;ixlib=rb-4.0.3&amp;q=80&amp;w=1080" data-mce-style="aspect-ratio: 16/9;"></figure>We worked together for three months. We focused on developing a leadership style that listened, empowered, and built on the collective intelligence of his team. A year later, he was promoted. He credited our moment of intervention as pivotal. He learned that true leadership at high levels is about harnessing the power of a unified team, not needing to have the answers to everything.

Articles

The Secret to Organizational Change Programs: Understandi...

The Power Principle: From How to Who

Employee Well-Being: A Strategic Advantage

How to Break into Corporate Coaching: First Steps and Str...

Becoming a Trusted Advisor: The Key to Building Corporate...

Leadership Insight: From Micromanager to Empowering Leader