1. Visiting Professor, SHU & MCRG Ltd
EMCC UK Bristol, Birmingham, Manchester 2009 Creating a Coaching Culture: Current Research
David Megginson
Visiting Professor, SHU & MCRG Ltd

2. Layers

3. 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.

4. 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?

5. 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

6. 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

7. 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.

8. 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?

9. 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?

10. 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?

11. 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

12. 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

13. 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

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

15. 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

16. 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 Coaching & Mentoring. Sage, London.

17. 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 Coaching & Mentoring. Sage, London.

18. 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

19. 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

20. 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

21. 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

22. 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

23. 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

24. Where to from here?