Four ways mind–body infused coaching approaches sharpen executives’ performance
Published date | 12 November 2018 |
Date | 12 November 2018 |
DOI | https://doi.org/10.1108/SHR-07-2018-0060 |
Pages | 282-289 |
Author | Alison Horstmeyer |
Subject Matter | HR & organizational behaviour,Employee behaviour |
On another note
Four ways mind–body infused
coaching approaches sharpen
executives’performance
Alison Horstmeyer
Abstract
Purpose –This paperaims to describe mind–body infused coachingand to explain four distinct effects it
can haveon organizational executives and employees.
Design/methodology/approach –A review of theory and researchon mind–body practices, emotional
intelligence and work performance was conducted. A case study from the author’s experience also is
included.
Findings –Mind–body infused coaching activates employees’ awareness, ignites a strengths-based
approach,improves inner workings of the brain,boosts emotional intelligence and promotescuriosity.
Practical implications –HR professionalsand managers are encouraged to obtain trainingin evidence-
based mind–bodyprinciples to improve and sustain outcomes whencoaching organizational executives
and employees.
Originality/value –Conventional coaching approaches tend to be highly reductionistic by focusing
solely on employees’personality types, soft skills or achievementof specific goals. This paper discusses
a holistic approach to coaching the whole person and outlines four specific benefits that could be
anticipatedas a result.
Keywords Leadership development, Emotional intelligence, Workperformance, Coaching,
Mind–body practices
Paper type Viewpoint
Introduction
Emotional intelligence (EI) exists when we are able to perceive and manage our own emotions in
ways that result in successful interactions with our environment. If others are present, EI also
refers to our ability to perceive and manage their emotions in a manner that results in successful
interpersonal interactions (Thompson, 2006). Research has shown that EI is a better predictor of
success than past relevant experience or high IQ. L’Oreal credits revenue increases of
$2.5 million to sales agents’ use of EI (Cherniss, 1999). At the leadership level, research
conducted on 1,400 employees at Johnson & Johnson indicated that EI distinguished high-
performing from average-performing managers (Cavallo and Brienza, 2001).
Despite the benefits of EI, it is tempting for executives and employees to neglect thi s
competency, given the intense daily demands they face within turbulent industry conditions
and accelerating change affecting organizations today. However, when execut ives and
employees neglect their inner work, they risk behaving incongruently with their own or thei r
organization’s beliefs and values. In turn, their intentions and what actually transp ires can bear
Alison Horstmeyer is
Founder and Curiosity
Researcher at Intrinsic
Curiosity, LLC, Santa
Monica, California, USA.
PAGE 282 jSTRATEGIC HR REVIEW jVOL. 17 NO. 6 2018, pp. 282-289, ©Emerald Publishing Limited, ISSN 1475-4398 DOI 10.1108/SHR-07-2018-0060
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