Visiting Professor, SHU & MCRG Ltd EMCC UK Bristol, Birmingham, Manchester 2009 Creating a Coaching Culture: Current Research David Megginson Visiting Professor, SHU & MCRG Ltd +44 114 289 1367 d.f.megginson@shu.ac.uk

Layers

Creating a coaching culture A suggested definition A coaching culture is one where coaching is the predominant style of managing and working together, and where commitment to grow the organisation is embedded in a parallel commitment to grow the people in the organisation.

Scaling On a scale of 1-10 how far is your organisation on the journey to creating a coaching culture What makes you say it is at that point on the scale?

HBOS Embedding group & senior sponsor from the line Regions take responsibility – appoint regional coach from own budget Coaching as the right thing to do – high performance culture through coaching Preferred management style in business plans Co-coaching practiced in management meetings Coaching as lever in wider culture change Embed coaching through communications, measurement, leadership and HR system From induction on, support for being a good coachee Licensed coaches

Levels of culture Nascent (1-3) Tactical (4-6) Strategic (7-8) Little commitment; random examples; poor role models at the top Tactical (4-6) See the value, but little understanding; left to HR; isolated initiative Strategic (7-8) Integrate initiatives; train to support; link to drivers Embedded (9-10) 360° coaching; way to manage; dialogue addresses tough issues

McKinsey Switzerland 2008 3% Nascent 10% Tactical 55% Strategic 32% Embedded Ghosal & Bartlett The individualized corporation Global managing partner video link - specifically advocating mentoring as part of culture; talking about how he was mentored. Competitive advantage – leveraging knowledge - this is the business case.

The Model I Coaching linked to business drivers Chapter 4, p 30 Integrate coaching into strategy, measures and processes Integrate coaching and high performance Coaching has a core business driver to justify it Coaching becomes the way of doing business What would be your core business driver for CCC?

The Model II Being a coachee encouraged/supported Chapter 5, p 44 Encourage and trigger being a coachee You can challenge your boss to coach Extensive training for both coach and coachee External coaches used to give coaches experience of being coached How much attention should we pay to coach & to coachee training?

The Model III Provide coach training Chapter 5, p 58 Integrate coach training for all Coaches receive feedback on their use of coaching After their training coaches are followed up Coaches are accredited, certificated or licensed How should we follow up coach training?

The Model IV Reward and recognise coaching Chapter 6, p 66 People are rewarded for knowledge sharing Coaching is promoted as an investment in excellence Top team are coaching role models (who seek and use feedback) Dedicated coaching leader Brainstorm rewards for coaching

The Model V Systemic perspective Chapter 6, p 73 Assume people are competent Organic, not process driven Initiatives decentralised Constructive confrontation Build a systems model of barriers to developing a desired culture at your organisation, and activities to unblock the barriers

The Model VI The move to coaching is managed Chapter 7, p 80 Senior group manages move to coaching Line takes responsibility for coaching culture Integrate coaching and culture change Coaching supports delegation and empowerment Identify three actions that you will take forward Share one of them with the group Check expectations/big wins

Norms for questionnaire scores 11=1.43 12=1.70 13=1.79 14=1.36 II 1.59 21=1.64 22=1.21 23=1.29 24=2.21 III 1.86 31=1.43 32=1.79 33=1.93 34=2.29 IV 2.05 41=2.43 42=2.29 43=1.50 44=2.00 V 2.04 51=2.14 52=2.00 53=1.50 54=2.50 VI 1.75 61=1.93 62=1.50 63=1.64 64=1.93

Current research agenda Top team engagement - Bournemouth U, ABB UK, Supermfg Business driver, Board development, CE engagement Senior leaders engagement - Supermfg, Warmco, Waterco Repeated module(s), 1:1 sessions, cascading Extended list of attributes - Slaytor/Bresser - Warmco and Waterco Importance and current levels Before/after evaluation original items - EMid PCT, Yorks PCT, London hospital Coachee and (surprisingly) coach training neglected; business driver high c.f. low on original sample

Coaching Culture: the new frontier Change Deficit Problem Internal coaches All managers Performance Roll-out Stability Appreciative inquiry Solution External coaches Master-coaches Whole life Creep in From Garvey, Stokes & Megginson 2009 Coaching & Mentoring. Sage, London.

C&M as Preparation delegation for new roles C&M as performance SITUATIONS TO FOCUS ON C&M as performance management C&M as manage-ment style C&M as problem solving From Garvey, Stokes & Megginson 2009 Coaching & Mentoring. Sage, London.

New questionnaire 1 1 After their training coaches are followed up 2 Being a coachee is encouraged 3 boldness and rational risk taking are encouraged through coaching 4 Coach training is supported by long term processes to sustain the development 5 Coaches are accredited, certificated or licensed 6 Coaches receive feedback on their use of coaching 7 Coaching aims to help learning about the process of finding a solution as much as the solution 8 Coaching and culture change are integrated 9 Coaching and high performance are integrated 10 Coaching becomes the predominant way of doing business/managing 11 Coaching between organizations also takes place 12 Coaching has a core business driver to justify it 13 Coaching is integrated into strategy, measures and processes 14 Coaching is non-directive rather than unclear or directive 15 Coaching is organic, not process driven 16 Coaching is promoted as an investment in excellence 17 Coaching is seen as successful when people are prepared to move on 18 Coaching is used in performance management

New questionnaire 2 19 Coaching is well developed and still growing (growth or maturity phase of life cycle) 20 Coaching related to organization’s development plans 21 Coaching supports delegation and empowerment 22 Extensive training for both coaches and coachees 23 External coaches used to give internal coaches & managers as coaches experience of being coached 24 Initiatives to develop coaching are devolved/decentralised 25 Integrated (similar models for all) coach training for all managers 26 People are rewarded for knowledge sharing 27 People know that help is available through coaching 28 The line takes responsibility for coaching culture 29 The Senior team leads the move to coaching 30 The wider context is supportive of coaching 31 There is a habit of constructive challenge and positive confronting of issues 32 There is a named coaching leader 33 There is an assumption that people are competent 34 Time to think and permission to speak are valued 35 Top team are coaching role models (who seek and use feedback from others) 36 When employing external coaches only professionals (membership of professional body, qualified, using supervision) are used. 37 You can challenge your boss to coach

Waterco by Importance A Importance B Current stage 45 08 27 People know that help is available through coaching 44 12 29 The Senior team leads the move to coaching 42 10 34 Time to think and permission to speak are valued 40 14 1 After their training coaches are followed up 03 6 Coaches receive feedback on their use of coaching

Waterco by Current stage A Importance 14 40 1 After their training coaches are followed up 39 8 Coaching and culture change are integrated 38 2 Being a coachee is encouraged 13 16 Coaching is promoted as an investment in excellence 12 44 29 The Senior team leads the move to coaching 36 9 Coaching and high performance are integrated 31 22 Extensive training for both coaches and coachees

Warmco by Importance A Importance B Current stage 44 27 34 Time to think and permission to speak are valued 43 18 29 The Senior team leads the move to coaching 41 16 16 Coaching is promoted as an investment in excellence 22 Extensive training for both coaches and coachees 40 22 37 You can challenge your boss to coach

Warmco by Current stage Importance 27 44 34 Time to think and permission to speak are valued 24 32 36 When employing external coaches only professionals (membership of professional body, qualified, using supervision) are used. 22 40 37 You can challenge your boss to coach 38 35 Top team are coaching role models (who seek and use feedback from others) 21 20 Coaching related to organization’s development plans 20 33 There is an assumption that people are competent

Where to from here?