to introduce a coaching culture into any
frustrating and exhausting. The following top ten tips can
to pave the way:
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.
you are prepared with a good
case for the organization to
this change program. Ensure that you have passion and belief in what
selling to them and that you have the commercial
available that implementing such a program will mean increased
Identify the key stakeholders
and make sure that they buy-in
the fact that a coaching culture makes economic sense
sure you identify the correct decision makers within the organization. You
will need to ensure they understand
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
the CEO and key stakeholders to "walk their talk" and make public their support of the coaching culture.
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.
Don't try to
implement the program for change overnight and for everyone. Identify a pilot group.
not try to implement this overnight. Plan it out over
and years rather than weeks. The length of time will
on the size of your organization and also how deeply entrenched the organization is in terms of a particular
Start by identifying a group or department
feel the coaching culture
will take off. Don't try and use a
roles or individuals who will ensure effective implementation.
You may want to consider creating a new role to implement
Your organization may have the resources to
in outside consultants but what is vital is that you have
within the organization itself who are committed
to ensuring effective change. Such roles tend to
coaching roles and in some cases they are
as "change agents"
the "coaches" in coaching before letting them loose!
If you identify particular staff from within the organization
take on these
coach or "change agent" roles make sure you
well and that you train them adequately before they begin
the process of change. Inadequately trained coaches
cause more demotivation than motivation!
the progress of the pilot - Good and not so good!
is vital that the rest of the organization is kept up to date
with progress. Results and
employee feedback should be
as often as is possible and avoid at all costs
feedback where "everything in the garden is rosy".
It won't be! It is better to
both the good
and the not so good. It is also essential to
as to why things are working and not
together with, in the case of things not working,
an alternative plan to make them work.
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
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
a one off program will not ensure they are capable of
the change process. Their development plans
be ongoing and they ,themselves, have some form of
this project time
Plan this program over years and not months. You may
a downturn in productivity to begin with but if you stick
with it, manage your stakeholders,
continually support your
staff, and link all initiatives to results then watch future
employee morale soar and profits
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
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 www.ExcelGroupWorks.com
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