Corporate Coaching Culture – Part 2

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In Part 1, we talked about the importance of and what a Coaching Culture might look like.  In this article we will review how such a culture can begin to manifest within an organization?   To create such an environment everybody from top to bottom must be exposed to coaching and then these skills, tools and methodologies can become embedded into the fabric of the organization.  In order to engrain this culture, specific training must be provided based on the various hierarchical standings within the organization.

1. Senior Leadership – As with any major cultural initiative it starts and can very easily end at this level of the organization.  Through a combination of group teaching and individual one to one coaching, leadership can acquire the necessary skills to begin the appropriate role modeling that is essential for this type of change.  This will be the anchor for such a cultural transformation!

Training Recommended: Team Classroom + One on One Coaching

2. Support Function (HR) – The role of Human Resources must become redefined as strategic partners in supporting the creation of a coaching culture.  They need to receive formal coach training so that they have the confidence and credibility to support senior leadership in the implementation process.

Training Recommended: Formal Coaching Program

3. Mid Level Management – This group will be heavily influenced by the leadership role modeling and the support that will come from HR.  They also have the potential to sabotage the change process but with appropriate team training they can acquire the necessary skills to achieve buy in and support for the initiative.

Training Recommended: Team Classroom

4. General Staff – Training via an online virtual platform will be necessary to provide a basic understanding of coaching skills.  This will allow for “coaching style” staff interactions that are consistently understood throughout the organization.

Training Recommended: Virtual / Online

As with any major change initiative, the upfront investment to providing the necessary training will act as a compelling motivator for most and it will also test the commitment of leadership to see it through to completion.

Corporate Coaching Culture – Part 1 (What to do)

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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.

According to a survey conducted by the Center for Creative Leadership (CCL), respondents believe that a coaching culture increases the following:

  • 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.