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Coaching Cultures
Our vision that our clients find compelling is...
In a COACHING CULTURE, all members
of the culture courageously engage in candid, respectful coaching
conversations, unrestricted by reporting relationships, about
how they can improve their working relationships and individual
and collective work performance.
All have learned
to value and effectively use feedback as a powerful learning
tool to produce higher levels of personal accountability, professional
development, high-trust working relationships, continually-improving
job performance, and ever-increasing customer satisfaction.
Creating a Coaching Culture is a long-term process for building capacity to create and sustain high-performance organizations. Many companies are realizing the power of coaching as a potent leadership and management tool. Coaching skills for leaders, managers and supervisors are seen as an increasingly common requisite for High Performance. After all, leaders get what they coach to.
The Steps to Developing a High-Performance COACHING CULTURE
- Advocate – positioning with Executive Leadership – successful change initiatives need top leadership owning and championing the process
- Needs Assessment – real issues and workshop agenda are created from online instrument and/or anonymous interviews
- Pilot Workshop – gain corrective feedback from cross-organizational group who assesses how best to position process and content
- Executive Team – they become role models, advocates, and champions by having their fingerprints all over the process for it to be optimally effective in creating a true and credible transformation
- Prepare Internal Facilitators – certify line and staff personnel who will work as partners with business units/departments and conduct the workshops in their respective lines of business
- Rollout Workshops – business leaders are present and engaged in co-leading portions of workshop, making it their own
- Measurements – scorecard goals vis-à-vis coaching – each person and team creates a set of coaching goals to focus upon as the coaching process is implemented
– our NEW Coaching Culture Assessment provides baseline data to measure change across the team or organization
Finding an Advocate:
It is important to identify an influential leader who will advocate and support this message about Coaching Cultures and their benefits to the Executive Leadership Team. Only out of their readiness and willingness do we proceed.
Needs Assessment & Executive Report of Findings and Recommendations:
We conduct cross-organizational confidential interviews (anonymous feedback) to assess strengths and challenges of current culture, plus administer the “7 Dimensions of a Coaching Culture Questionnaire”. This information is used to design the scope, timing, and business case for the initiative. We report back the data including our interpretation, plus recommendations for how the intervention could proceed.
Pilot Workshop:
A cross-section of participants (senior leaders, functional and/or line managers, HR, OD, etc.) experience the full multi-day culture-shifting process, and provide evaluative feedback that is used as the basis to modify (as needed) the implementation design. This pilot group can become an advisory group to guide the process going forward.
Executive Team:
Senior leaders go through our culture shifting process to gain mastery of the coaching process, and more deeply appreciate their role in championing the change process. We align the central messages with organizational values, leadership development curriculums, etc. to ensure optimal integration of coaching into the fabric of the culture and business practices. We usually advocate one-on-one Executive Coaches to work with the Executive Team at this point.
Internal Facilitators:
We select and certify internal facilitators (HR, OD, line managers, and senior leaders) to deliver the coaching workshops. We create processes for this team to learn and grow in their effectiveness as facilitators as the process unfolds.
Rollout Workshops:
Leaders play a key role in co-leading the rollout workshops for each Line of Business, Plant or Functional Unit. It is critical they are highly visible and out in front leading the change process. Their vulnerability and willingness to openly work on developing themselves is one of their most powerful sources of authentic leadership power.
Some clients elect to utilize a guiding group of advisors (the Pilot group) or specific Action Teams as the change process unfolds. They check in with people, support the facilitators, coach or work with the senior leaders, etc. and play a grounding/reality checking function for the engagement team. The key is ongoing dialogue and continuous learning.
Measuring Success:
While working with the Executive Leadership Team, we will have crafted a Coaching Culture Assessment (see on our instruments page) that fits the business strategy and connects into business objectives of the organization. This “scorecard” will be monitored on an ongoing basis by the Executive Team, and made a part of HR metrics that reward and compensate employees. Its purpose is to make a clear connection between business success and coaching interventions that occur between individuals and teams.
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