A Coaching Culture Aims At Developing People

An organisation with a coaching culture can be described as one which adopts coaching practices as an integral way of managing and developing people. It recognises the value of using a coaching approach to grow and develop its people in order to grow and develop the organisation itself.

Solo Build It!

A useful definition of a this culture is given by Clutterbuck & Meginson, 2006 : ’A culture where people coach each other all the time as a natural part of meetings, reviews and one to one discussions of all kinds.’

In a true coaching organisation managers will recognise when a coaching approach is appropriate in managing their staff and apply these skills in their own role as a manager. They won’t see coaching as ‘an additional responsibility which takes up additional time’, instead they will see it an effective and efficient way of managing staff performance and improving business performance.

Some typical behaviours witnessed within a coaching organisation

  • Less of employees being told what and how to do their job, instead being given room to come up with their own solutions, ideas and ways of achieving their goals.
  • Because employees have been part of the decision-making process they will feel more empowered and committed to action.
  • Problems and issues are more likely to be explored openly and non-judgmentally and satisfactory solutions found
  • Less blame by managers and staff
  • Employees allowed to grow and develop to their full potential
  • Employees will recognise their own responsibility in their personal development

Who does the coaching?

In a true coaching culture managers will recognise their own responsibility to coach employees and will be equipped with the skills to do so. There may also be designated coaches who will coach those who are not direct reportees which can allow for a more open an honest dialogue especially where performance issues are related to relationship between the employee and manager.

External coaches may be used who may be seen as ‘safe’ and impartial to the internal issues, although long term a true coaching culture will only be achieved when the managers themselves fully embrace the idea of coaching as part of their own role.

Often external coaches are brought in to help facilitate development of the culture of a coaching organisation in the first place and develop the coaching skills and mindsets of managers and staff.

Recommended Further Reading:

Making Coaching Work: Creating a Coaching Culture – D. Clutterbuck & D. Megginson, CIPD (2006)

Coaching for Performance: GROWing Human Potential and Purpose - The Principles and Practice of Coaching and Leadership, 4th Edition – Sir John Whitmore, Brealey Publishing

Effective Coaching: Lessons from the Coach's Coach – Miles Downey, Orion Business

Coaching Your Employees (Better Management Skills) – N. Stimson, Kogan Page

Related Pages:-

Types Of Coaching
Choosing a Coach
Employee Coaching
Executive Coaching
Sales Coaching

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