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Investing in coaching for the sake of it will never get results. Here are 10 ways to embed a coaching culture at your organisation
Answer the question: "Why a coaching culture?"
Articulate the linkages between the coaching culture strategy and the core strategy.
Build an appreciative and developmental view of the organisation's current and aspirational culture.
Ask leaders: "How can you be the culture you want to see?"
Develop a selected community of appropriate external coaches.
Build an internal coaching capability.
Ensure all managers receive some basic training in coaching skills.
Build coaching into all HR processes and metric, including performance measurement.
Explore how coaching can be used by staff at all levels with key stakeholders.
Have regular reviews of where your organisation is on the coaching culture journey.
There are a simple set of 10 steps to building a coaching culture. However, while the steps may be easy to list, acting on them is a lot more difficult, with plenty of scope for losing the way, slipping or taking a false turn into a dead end.
Why a coaching culture?
A coaching culture should not be an end in itself but a means to an end. Otherwise it will become flavour of the month, just as the concepts of 'building a learning organisation', or 'total quality organisation' or 'customer-centric organisation' were before.
To answer the question you need to start with the end in mind and know how being a coaching culture will serve the core strategy of the business.
Make the link between the coaching culture strategy and the core strategy
One client we worked with wanted a coaching culture to create more distributed leadership, so more decisions could be made closer to the customer, giving greater flexibility of service which was one of their key areas of competitive advantage. This clarity reduced the cynicism of those w
