Within businesses today, organizations are continuously seeking alternatives to create differentiation from the competition. Innovation, technology, asset utilization and cost control are all seen as key drivers to business success and sustainability. However, management practices and reward systems have done little to truly advance the potential than exists within its people. Very often employees show up but are not fully engaged, complete tasks but could have done better, and perform as individuals rather than functioning as effective teams. A massive opportunity exists and some would argue that the creation a “Coaching Culture” is the key to unlocking this potential.
A coaching culture is one in which people are empowered in a very supportive environment, have all the necessary interpersonal skills to collaborate effectively and are fully engaged in what they do, all of which drives optimum business performance.
- Focuses on developing others and managing performance
- Increases sharing and utilization of knowledge
- Leads to more participative and transparent decision-making and
- Makes learning and development a top priority.
CCL also contended that in order for this to be effective one needs to seed the organization with leaders and managers who can role-model coaching approaches. In addition it is also important to link coaching outcomes to the success of the business and develop a competency model with strategic coaching goals, tactics and measures around coaching behavior. Finally, everything mentioned very much hinges on recognizing and rewarding coaching-culture behaviors and also highlighting role models and the positive outcomes produced by these new behaviors.
This very much explains “what” needs to be done. Check out Part 2 of this article to understand “how” this strategy can be executed.