WHAT IS COACHING CULTURE ? A coaching culture exists in an organization when a coaching approach is a key aspect of how the leaders, managers, and staff engage and develop all their people and engage their stakeholders, in ways that create increased individual, team, and organizational performance and shared value for all stakeholders Hawkins 2012

Ten steps to creating a coaching culture: 1. Answer the question: 'Why a coaching culture?' 2. Articulate the linkages between the coaching culture strategy and the core strategy 3. Build an appreciative and developmental view of the organisation's current and aspirational culture 4. Ask leaders: 'How can you be the culture you want to see?' 5. Develop a selected community of appropriate external coaches 6. Build an internal coaching capability 7. Ensure all managers receive some basic training in coaching skills 8. Build coaching into all HR processes and metric, including performance measurement 9.Explore how coaching can be used by staff at all levels with key stakeholders 10. Have regular reviews of where your organisation is on the coaching culture journey

3 PILLARS

3 PILLARS Hawkins goes on to describe the three key pillars of a coaching culture: Coaching strategy: firmly grounded in the organisation's mission strategy and development plan, and linked to other people's development activities. Alignment with broader organisation culture change: "a coaching culture is key part of creating a more general culture of continual learning and development" (2012, p26). Coaching infrastructure: with governance and management in place to ensure coaching is integrated into the way the organisation operates, for example a sponsor or steering group to ensure that the coaching processes are given direction and there is accountability for impact; a management group to drive and co-ordinate coaching activities; and a community of practice committed to the development and success of coaching throughout the organisation.

Developing a coaching culture – outcomes .

Conditions to support coaching “It is what we do around here” culture feeling Agreed definition known by all Early engagement – belief and evidence that coaching is part of the approach and not the only one Trained network of coaches (time, role models, supervision) Formal coaching and informal coaching is able to thrive Recipient readiness for 1 to 1 coaching to work well and gain from it Conditions for coaches to flourish – leadership Incentives and rewards to working this way –benefits Transparent and clear across organisation what coaching will achieve Coachee has time to take part and change People are accepting and feeling that it helps with their job and the organisations mission

Organisational Barriers to Coaching Key Points The culture and ethos of your organization will have an impact on your ability to perform as a coach. Successful coaching requires an organizational culture that places a high value on staff development and understands how coaching works. If senior management do not use coaching themselves, then this can discourage it from being used at lower levels in the organization. Be careful how you introduce coaching to your team as it might be seen as a fad rather than a long-term initiative.

Individual Barriers to Coaching Participants Won’t Know What to Do What is a Coach? What is a coacheee? What is coaching overall? Don’t let the combination of no training or guidance and your participants’ misunderstanding of what their roles are result in an unsuccessful program Solution: Communicate your expectations continuously throughout the coaching program. Misconceptions about Coaching Used to Control by managers One Size Fits All (used to a different management style) I won’t be able to work it in to my schedule Coaching has little of no value for career or personal life incorrect matching of coaches and learners lack of top-down support Resentment felt by those not involved in the scheme or the perception of favouritism creation of false promotional expectations overdependence of the mentor or mentee blurring of role boundaries and so on Lack of motivation/confidence/self belief Solution: Set expectations at the beginning by providing a strategic planning workshop and role profiles