To establish a coaching culture which has lasting positive impact, it is crucial to take a considered approach
“In order for a coaching culture to create the desired impact, it needs a clear purpose and strategic plan, laddering up into business objectives”
Coaching is a way to empower and transform people and organisations through the art of conversation. There is something innately beautiful about this fact. However, to justify investment in a coaching culture,
it is first important to consider what you want to achieve and the wider influences which will ensure sustainable and effective change.
In order for a coaching culture to create the desired impact, it needs a clear purpose and strategic plan, laddering up into business objectives. A company embarking on a series of random and uncoordinated interventions in the hopes of reaping the rewards of a coaching culture, is not likely to be successful.
But why embark on instilling a coaching culture in the first place? A recent HRD article, cites useful data from a study completed by City & Guilds. The most impressive finding reads: “84% of UK professionals say coaching should be part of every business’ management and development programme.” This is because these businesses find it useful for adopting new ways of working. Among many other benefits, it helps when experiencing periods of change; and in facilitating intergenerational working.
Knowing that coaching is effective, and to embark on a programme requires clear objectives and a holistic approach, what are the best steps to establishing an integrated coaching culture?
If an organisation seeking to establish a coaching culture takes into account the above elements, then it will be well on its way to creating a more engaged and productive workforce. For instance, if talent retention has been an issue, this is likely to improve, and creativity and innovation will thrive.
An ICF Global Coaching Client Study from PwC showed “86% of companies that use or have used coaching report at least a 100% return on their initial investment.” Yet companies have been slow to maximise the impact of coaching, again due to a lack of understanding of how to achieve sustainable
culture change, which amounts to, beyond any initial outlay, creation of a self-perpetuating, integrated system.
As coaching is a people-oriented discipline it is of course important to take cAs coaching is a people-oriented discipline it is of course important to take care in embarking on related initiatives. Coaching is a practical skill and approaching it in the wrong way can be counterproductive to an organisation’s aims.
The Institute of Leadership & Management’s Creating a Coaching Culture (2011) states: “In order to deliver coaching consistently and effectively at all levels, organisations need to focus on developing their internal coaching capability. Coaching is a discipline, a complex practical skillset that requires hands-on experience, evaluation and refinement – it’s not something you can learn and develop just by having a go. Untrained, inexpert coaching may do more harm than good in many cases.”
If you want to make coaching a deeply ingrained part of your business, and achieve the tangible, benefits of doing so, it’s important to do it right.
 ICF Global Coaching PWC 2009
I often run into the same set of misconceptions about coaching so I thought that I would take a moment and address three of the most common ones that I come across.
Becoming an internal coach within a company is a profession that is growing. More and more, companies are seeing the value in developing their own internal team of coaches as they understand the value and impact that coaching can have on business growth and professional development.