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Care, Dare, Share: The Secure Base Coach

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Overview

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At ALPIQ, we believe that our company culture is our competitive advantage. By both ‘caring’ and ‘daring’, as well as sharing, we nurture an environment ripe for perpetual learning and growing and forge secure bases for constructive dialogue and daring decisions. This ‘playbook’ content is critical in supporting leaders to coach others to unleash potential and ‘a different kind of energy.’

Antje Kangiesser CEO, ALPIQ

Being a secure base as a coach is essential to balance providing care, safety, and comfort in order to inspire risk-taking, exploration, and stepping out of the comfort zone. This double-edged approach not only builds trust but also unleashes the inherent potential within individuals, making it a cornerstone of effective coaching. It is Caring to Dare!

George Kohlrieser Distinguished Professor of Leadership & Organizational Behavior, IMD Award winning author and Keynote Speaker

I strongly believe high-performance is a combination of results and the right behaviours creating these results. To unlock the potential of people, teams and organizations, the combination of Caring, Daring and Sharing are equally important. That’s why we invest in all our colleagues, focussed on these three core behaviours. And since we are keen to create lasting impact, our approach is leader-led supported by a network of trained internal ambassadors.

Karin Van Bardvijk CEO, ROBECO

In response to the increasing demands of today’s fast-paced, adverse environments, Care, Dare, Share: The Secure Base Coach was developed to help individuals, teams, and organizations thrive. This guide focuses on a transformative approach to coaching that emphasizes resilience, creativity, and adaptive thinking. The playbook provides practical tools for leaders and coaches to support personal and organizational growth by fostering cultures of trust, psychological safety, and innovation.

At the heart of secure base coaching is the principle of creating a safe environment where individuals feel supported and free to take risks without fear of judgment or failure. This trust-based foundation encourages exploration of potential and development of self-awareness, which helps individuals navigate obstacles more effectively. Secure base coaching thus strengthens people’s ability to handle external pressures and stress, fostering a culture of confidence and innovation.

The playbook also highlights the importance of human-to-human connection as a key driver of success. Empathy, understanding, and collaboration are essential ingredients for high-functioning teams and organizations. Secure base coaching fosters these qualities, encouraging open communication and mutual support, which leads to improved well-being and performance.

While this guide offers a range of exercises and questions to explore secure base principles, it is designed to be a starting point rather than an exhaustive manual. Coaches are encouraged to adapt these tools to their specific coaching contexts and to deepen their understanding of secure base coaching by crafting their own questions and techniques.

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Susan Goldsworthy

Affiliate Professor of Leadership, Communications, and Organizational Change at IMD

Susan Goldsworthy OLY is Affiliate Professor of Leadership, Communications, and Organizational Change. As a former Olympic finalist, award-winning writer, executive coach, and speaker with more than 20 years of corporate experience with large multinationals, Susan Goldsworthy brings knowledge from the fields of sport, business and neuroscience to her leadership development work. She focuses on how leadership needs to change in an increasingly uncertain world, working with people and companies to turn knowledge into behavior to create the conditions for healthy high performance.

Susan Goldsworthy

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Case Study

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By Alyson Meister and Naoko Jinjo

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Summary

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Pasona: Well-being through regional revitalization

By Alyson Meister and Naoko Jinjo
Case reference: IMD-7-2573 ©2024

Summary

Pasona Group, a Japan-based human resources company, is committed to driving social change through business and supporting individuals to find "ikigai” (fulfillment) through work. The company has promoted flexible work and equitable workplaces and created employment opportunities for minorities. Pasona now wanted to tackle the overconcentration of population and businesses in Tokyo and the related decline of rural areas; both issues raised questions of well-being and sustainability. In response, Pasona moved its headquarters from Tokyo to Awaji Island, setting up sales and back-office operations for its core business and launching the "Regional Revitalization" initiative. Employees who moved from Tokyo to Awaji said that their lives became more sustainable, and their well-being improved. On the other hand, some Tokyo-based employees chose not to relocate, worried that boundaries between work and personal life would be blurred. Pasona was also criticized for its tourism-oriented and corporate-driven approach to local development, while the local government of Awaji appreciated the increase in the population and tax revenue that Pasona had brought. As Pasona sought to expand its "regional revitalization" model throughout Japan and attract more local governments to partner with the company, it needed to rethink its strategy to develop its original model in Awaji into a more powerful showcase that would lead to a more decentralized and sustainable society while ensuring the well-being of its own employees.

Reference IMD-7-2573

Organization Pasona Group

Industry Business Management Services, Human Resources

Available Languages English

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