In organizations, coaching is often required to

• face challenges
• accompany the transformation
• manage conflicts
• improve communication
•  develop and strengthen interpersonal relationships

But in times of apparent success and process fluidity, coaching is frequently overlooked.

To ensure sustainable growth over time for our organizations (and ourselves!) it is essential to continue working on the potential of our people, even when everything seems to be going well.

Getting used to success can lead to stagnation, as the emblematic case of Kodak teaches us. In the 90s, Kodak dominated the photography market with its film-based business model. Confident of its dominance, it did not adequately consider new prospects, which led to its decline, culminating in bankruptcy in 2012.

Even when we feel that nothing can touch us, it is therefore crucial not to rest on our laurels.

We must constantly question ourselves  

• if we are adequately exploring context, opportunities and resources
•  if we are expressing all the potential at our disposal

Ignoring coaching in these moments can expose us to unexpected risks, making us vulnerable…for example to market changes.

In times of success, it is also important to pay even more attention than usual to a phenomenon that groups and teams often encounter: "Group Think".

"Group Think", a concept developed by psychologist Irving Janis in the 1970s, is manifested in the prevalence of consensus over critical evaluation of alternatives. Some of its typical indicators are:

• pressure on dissenters, explicit or implicit
• self-censorship, whereby group members tend to overestimate the degree of consensus and self-censor their own observations
• the illusion of unanimity, whereby lack of dissent is interpreted as evidence of consensus
• the illusion of invulnerability, which leads to underestimating the risks
• rationalization, whereby warning signals are ignored, trying to justify the decisions taken
• the stereotyped view of opponents: those who oppose are labelled negatively

These last three aspects in particular can be amplified in periods of success, when team members feel confident in their decisions, which can lead to extreme criticalities, as in the case of Kodak. : new ideas and potential risks are systematically overlooked.

In relation to Group Think, coaching can play a crucial role in:

• Creating safe spaces for dialogue: fostering an environment where people feel free to express dissenting opinions without fear of reprisal.
• Valuing diversity: not only in terms of cultural or professional background, but also in terms of thinking styles.
• Stimulating debate: encouraging members to question prevailing ideas.
• Keeping your focus on your goals: countering tendencies towards conformity.

Investing in coaching, therefore, not only promotes individual growth, but also has the power to transform group dynamics, leading to more informed decisions and better results. It helps us ensure that our organizations are ready to seize future opportunities, truly maximizing their potential: it is an opportunity to prepare for future challenges, ensuring that the organization remains competitive in the long term.

Coaching is a strategic resource that must be exploited not only in times of crisis, but also in times of success, to build a prosperous future.