Creating Coaching Cultures: Strategies for Building a Coaching Culture

StrategiseThis is the fourth article in our series on Creating a Coaching Culture. This series of articles is primarily focussed at HR and Development professionals wanting to transform the culture of their organisation and are seeing the potential of embedding coaching abilities within their organisation to achieve these goals. In this series, we’ll hear from professionals in the region and learn from their experience, struggles and successes.

We’re giving away for free a full coach training on our Certificate in Professional Coaching programme, starting in October, to the HR or Development professional who engages most with these articles and who demonstrates the biggest shift in introducing a coaching culture to their organisation. Further details of what we’ll be looking for in our ideal winner can be found here.


Following last week’s article from Sarah on how good a coaching culture can be, today we’re exploring the sometimes uncharted waters of establishing a coaching culture. Firstly we’ll look at some strategies that companies in the region have used or are considering using to build towards creating their ideal coaching culture. Secondly, and perhaps more importantly, we’ll question what needs to be considered for your company to design and choose strategies to build the coaching culture that it wants and needs.

Strategise

Later in this article we will be referring you to our “Coaching Culture Canvas” tool. You can learn more about this tool here and download your copy here. Today we’re focussing on the section titled, “Strategise.”

 

 

Hearing from the Region

In speaking with industry leaders we noticed that strategies for growing corporate cultures fell into the following three areas of increasing importance.

    1. Use of external coaches
    2. Resourcing of internal coaches
    3. Development of managerial and leadership coaching skills

1. Use of external coaches

A number of HR professionals spoke about the use external coaches, especially for more senior leaders. These coaches were valued as impartial and confidential and often worked with people on areas such as their leadership.

2. Resourcing of internal coaches

Many HR managers spoke to us that becoming a credentialed coach was part of their own developmental pathway. In this profession, gaining coaching skills and qualifications is now seen as way to enhance career prospects and bolster present employment security. Having internal coaches was also seen by a few managers as a way to assist with the on-boarding of new staff.

3. Development of managerial and leadership coaching skills

By far the vast majority of the conversations we had we with regards to increasing the coaching skills of managers and leaders within business.

Key Ideas

Key ideas that came through were as follows:

    • Developing coaching skills in managers / leaders. Helping them shift from “tell” to “ask”.
    • Coaching and coaching skills used as part of leadership interventions / training / development
    • Use alongside other developmental tools such as EQ training and 360 feedback
    • Have example leaders / champions of coaching
    • Use to innovate performance management away from yearly reviews with quantitative ratings to on-going qualitative feedback
    • Considering coaching skills when choosing who to hire and promote
    • Shining light on past experiences of purely formal training interventions not producing the kind of results that were hoped for.
    • Helping to build foundations of clearly communicated and lived mission, vision and values.
    • Helping employees, managers and leaders to hold themselves accountable.
    • Using the 70:20:10 framework that the best growth in people comes from any formal training being just 10% of the developmental activity. The remaining 90% is made up of 20% social learning (which includes coaching) supporting the 70% of new and challenging experiences.

We spoke with Dalia Safir, HR Director at Aujan Coca-Cola Beverages Company. She let us know that at Aujan they were working on different ways of approaching performance management, “Focusing more on regular and qualitative feedback between managers and employee rather than ratings once a year.”

Your Coaching Cultures Strategies

Hopefully by now you’ve faced the brutal facts of your organisation’s current ailments with all its pains and hurts. You’ve gazed into the future and imagined what it could be like when you have that strong coaching culture. With this two realities in mind consider the questions below using your Coaching Culture Canvas.


Strategise

Go to your Coaching Culture Canvas.

In the Strategise section, consider the following questions and note down your thoughts.

    • What questions need to be asked to discover the best ways forward?
    • Who needs to ask these questions?
    • Who needs to be asked these questions?

 

Competition for one HR professional to win a complimentary place on our October 2017 programme.

As part of this coaching cultures series, we will be giving away one seat on our October 2017 course completely free to one HR or Development professional.

The NPCA Certificate in Professional Coaching is a 16-week coach development programme, which is accredited by the International Coach Federation (ICF).  In 2017, we have programmes starting in May and October.

To be in with a chance of winning, we are looking for the person who engages most with these articles over the next two months by commenting below in the comments box, sharing, liking and commenting on our social media pages. The winner will also be someone who has demonstrated the biggest shift in introducing a coaching culture within their organisation. Please read our competition rules. The winner will be announced on 31st May 2017.

You can enter the competition by emailing [email protected]

Next week 

Join us for our next post, when my colleague Sarah will help us to narrow down our thinking and choose the right path to building the coaching culture that our organisation needs.

If you want future articles delivered to your inbox or to be considered for the competition prize, sign up to the NPCA Community.

How has this article impacted you? What thoughts come to mind when you consider what you read? How do you now feel? Take action and comment below or contact me at [email protected].

Have a great rest of your week and may you find strength on the journey,

Matt

Matt is a credentialed coach for entrepreneurs and business leaders. He is also a past president of the International Coach Federation, Dubai Chapter. His own experience as an entrepreneur is a driver to help others succeed in their own businesses. Matt’s biggest passion is for adventure. He has hitchhiked solo from Fort William to Chamonix, climbed Kilimanjaro and worked into a mountain village in Nepal after the 2015 earthquake. He married the woman of his dreams in February 2017 and is thoroughly enjoying married life.

    2 Comments

  1. Amanda
    May 10, 2017
    Reply

    A great series on creating a culture of coaching within the organization, thank you Matt and Sarah!

    • Sarah Anthony
      May 16, 2017
      Reply

      Thank you Amanda and thank you for your quote in last week’s article. We would love to hear more about how you are going about creating a coaching culture in your role. Also, is there anything that has stood out for you in these articles?

      Sarah

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