The Top 10 Essentials When Implementing a 
Corporate Coaching Culture in your organization.


Attempting to introduce a coaching culture into any organization can be frustrating and exhausting. The following top ten tips can
help to pave the way:

1. Ensure that you have fully studied the commercial impact of having
 a coaching culture.

  Selling the concept to the Board and senior management can be a tough process.
Make sure you are prepared with a good case for the organization to implement this change program. Ensure that you have passion and belief in what you are selling to them and that you have the commercial evidence available that implementing such a program will mean increased commercial gain.

2. Identify the key stakeholders and make sure that they buy-in to the fact that a coaching culture makes economic sense for the organization.

Make sure you identify the correct decision makers within the organization. You will need to ensure they understand exactly what coaching is, what it entails and what it can bring to the business. They will need to see evidence of results and outcomes together with projections of costs and any downturn in productivity while the change is being implemented.

3. Encourage the CEO and key stakeholders to "walk their talk" and make public their support of the  coaching culture. 

Once you have their buy-in, you must ensure that they start to implement the coaching strategy themselves and that their talk and behaviors reflect this. There is nothing worse than a Board who talk a good game and then play a completely different one. It is very de-motivational for employees if they see that the senior management do not support the initiative.

4. Don't try to implement the program for change overnight and for everyone. Identify a pilot group.

Do not try to implement this overnight. Plan it out over months and years rather than weeks. The length of time will depend on the size of your organization and also how  deeply entrenched the organization is in terms of a particular culture. Start by identifying a group or department where feel the coaching culture will take off. Don't try and use a problem department!

5. Identify key roles or individuals who will ensure effective implementation.

You may want to consider creating a new role to implement  the culture. Your organization may have the resources to bring in outside consultants but what is vital is that you have  "champions" within the organization itself who are committed to ensuring effective change. Such roles tend to be coaching roles and in some cases they are  known as "change agents"

6. Train the "coaches" in coaching before letting them loose!

If you identify particular staff from within the organization to  take on these coach or "change agent" roles make sure you recruit well and that you train them adequately before they  begin the process of change. Inadequately trained coaches can cause more demotivation than motivation!

7. Communicate the progress of the pilot - Good and not so good!

It is vital that the rest of the organization is kept up to date with progress. Results and 
employee feedback should be communicated as often as is possible and avoid at all costs
the "happy" feedback where "everything in the garden is rosy". It won't be! It is better to communicate both the good results and the not so good. It is also essential to communicate reasons as to why things are working and not working together with, in the case of things not working, an alternative plan to make them work.

8. Link the changes in behavior/culture to any increases in productivity and/ or employee morale.

The Board and Senior Management will want to see outcomes and it is essential that you link any changes in behavior and/or practice to the results obtained. Manage their expectations carefully.

9. Keep training the "coaches." Their development should be ongoing and not a one-off.

Make sure your coaches and "change agents" have ongoing development. Coaches do not become effective overnight and a one off program will not ensure they are capable of maintaining the change process. Their development plans should be ongoing and they ,themselves, have some form of  external coaching support.

10. Give this project time

Plan this program over years and not months. You may see a downturn in productivity to begin with but if you stick with it, manage your stakeholders, continually support your key staff, and link all initiatives to results then watch future employee morale soar and profits follow!

Submitted by Allan Mackintosh, Author of The
Coaching Manager - A Manager's Guide to Coaching Effectively.

A real Coaching methodology is in essence a method of dialogue that, done properly, creates a collaborative context for performance.

Creating coaching culture takes time, clarity, commitment and consistent leaders. The benefits, however, are greater engagement, innovation, talent retention and profitability. Senior managers must be diligent in modeling the beahviors that embody a coaching culture. Metrics that support these behaviours and reward are important as well.

On a scale of 1-10 where is the culture in terms of a coaching culture? Are managers coaching, complaining or dictating?  

 - Chuck Reynolds is Chief Performance Officer - Excel Group Development

Chuck  Reynolds is a Principal and Chief Performance Officer with Excel Group Development a Performance Solutions firm that assists organizations in enhancing management and team  effectiveness. He can be reached indirectly  by emailing our admin group. Insert 'ATTN Chuck' in the subject area. Visit them at 

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