Transform your leaders and/or managers into effective high performing coaches!
Traditionally, coaching has been treated as part of leadership development program. However, there has been a shift towards integrating coaching with talent management processes and making it a foundation for corporate culture.
For instance, when coaching is used as part of talent management processes such as recruiting, it ensures that those who are hired will serve as role models for growing a coaching culture within the organization.
There is substantive evidence today, that a coaching culture increases employee engagement, job satisfaction, employee motivation, and teamwork.
Despite this, most companies struggle to understand how they mightlaunch a coaching program in the workplace. If you’re looking at creating a coaching culture in your business, what are the key steps you need to take?
Step 1: Ensure that leaders and managers can act as coach role models and are exposed to having a coach and the tools to coach their team.
Step 2: Combined coaching results with business outcomes, as evidence shows a direct link of increased engagement, productivity, wellness and revenue in the workplace as an outcome of a coaching culture.
Step 3: Coach senior managers on how to create a coaching culture
Step 4: Recognize and reward coaching behaviour
Step 5: Link coaching with people-management processes, responsiblities and potentially ker performance metrics
Step 6: Move away from a blame-free culture
Step 7: Integrate and formalize your own internal coaching process that all leaders use and can be used for peer to peer coaching
Step 8: Integrate informal coaching with day-to-day processes
The first step in this plan is to select the right people to create a coaching culture. These leaders and managers should be able to serve as role models for your approach to building a coaching culture.
As you lead a strategic coaching initiative, you need to outline the business case for the initiative. Ideally, creating a coaching culture should be viewed as a business initiativerather than just as a people initiative.
The second step is coach senior leaders on how to create a cultural change. Coaching allows the leaders to gain insights into the change process and provide feedback on the progress that’s been made.
The next step is to offer recognition for promoting behaviour that is aligned to your coaching culture approach. As employees change their behaviour to be more in line with the emerging coaching culture, it is important to reinforce these behaviours through communications and recognition activities. You should attempt to focus on people who exemplify the desired behaviour and highlight the positive results generated by these new behaviours.
Coaching needs to be better integrated with peopleprocesses such as learning and development and talent management in order to get recognized within the organization. Creating a coaching culture is not merely another training activity. Just by training people, you cannot create a coaching culture. You need to zero in on the right people and invest in their development.
The next step is to create a blame-free culture where risk and errors are treated as part of the learning process. This ensures that people are willing to embrace a new culture since they are not afraid of making mistakes. Understand the power of above and below the line and embed through coaching behaviours and mindset that sits above the line.
This step is to create a formal coaching process where employees can choose their own coach and the coach looks after the coachee’s confidentiality. Part of the process is to schedule meetings regularly between the coach, coachee and the coachee’s manager. The coach and the coachee will then work to draw up the confidential personal goals required for the coachee to achieve the business results.
The final step is to integrate informal coaching in day-to-day work. This helps people feel safe to take on risks, challenge and support each other, engage in healthy conflict and function as a single and creative unit.
The most outstanding feature of this plan is to view coaching culture as a business initiative instead of seeing it only as a learning and development initiative. Coaching is most definitely not a training exercise. You only need to examine the outcomes and benefits of a coaching culture to see that the rewards for achieving this culture will be well worth the investment.
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