Compliance – the culture is a key -coaching to develop the culture - 20.02.13

The highest leverage point to improve business performance is culture. It undergirds an organization, enabling the execution of its strategy, the achievement of its goals, and the fulfilment of its mission.
Over 50 years ago, Myles Mace in a book called ‘The Growth and Development of Executives’ published by Harvard University’s Graduate School of Business Administration stated that: ‘the most effective way of providing for the growth and development of people is through conscious coaching”

ProjectCoach provide for the growth and development of clients people, focusing on compliance with law, company policies, procedures and systems – for example:
• our CHAIMS workshops where our workshops help clients demonstrate compliance with WHS legislation, especially the issue of considering safety during design,
• another example includes our coaching style of leadership developed for clients people, which provides evidence that clients are taking anti discrimination, bullying and harassment seriously enough to develop a culture of leadership that minimises these occurrences,
• with yet another example being our asset management workshops particularly in relation to Capital works projects and investments being appropriately evaluated and prioritised taking into account a cost benefit analysis where appropriate,
• and the development of and implementation of robust risk management plans.
Our coaching is focused on a client’s policies and procedures, and the achievement of a client’s corporate plan objectives.

An organisation with a good compliance culture has a dominant value from top to bottom that encourages compliance. A good compliance culture is shown by the promotion of a positive attitude towards compliance activity at all levels within an organisation. It is generally reflected in people proactively seeking to understand and act in compliance with the obligations affecting their work.

Australian Quality Council Self Assessment Criteria (AQC 1996). Two of the seven areas assessed in a self-assessment of an organisation using the AQC criteria are the quality of the leadership and the people of the organisation. These areas relate to the cultural and competency aspects of an organisation which attempt to embrace the intent of TQM by assessing the human aspects (the culture and competency of the people) in the organisation
For example, the leadership of an organisation is assessed by reviewing how the management in an organisation creates an effective environment through providing direction, support, continuity, cohesion and role modelling. The human aspects are assessed by reviewing how the full potential of people is realised, the extent to which people are involved and made responsible for achieving the organisation’s goals and the degree of communication between all levels within the organisation.

Leadership and team building is achieved with our coaching. Training is only partially effective. Most organisations’ core business is not coaching. Ours is. Most managers could not be classified as good coaches. The people in the best positions for coaching are there because of their technical capability, not coaching ability.

your people will do more with less….. your people will make more profit per person…….. IF THIS COULD BE ACHIEVED, WOULD YOU WANT TO KNOW HOW ? CONTACT PROJECTCOACH AND ASK HOW…

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