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Establishing A Coaching Culture In The Workplace

Oct 25, 2007
A coaching culture in an organization is a developmental model that can provide a core structure. It helps to determine how the members within the organization can interrelate with their working environment, and can also help to define how the results can be obtained and measured in the best possible manner. The culture of an organization provides the stability required to function smoothly, as well as lay the protocols for all internal interactions. It sets the parameters of acceptable behavior, and constraining activities to those that are responsible to maintain the values of the organization.

Introduction of coaching competencies in an organization is a powerful way to create an adaptive workplace culture that is always open to the continuously ongoing process of learning and development. Companies that have established a coaching culture as a part of their organization usually face reduced staff turnover, higher productivity, and an overall, greater satisfaction and hence happiness at work.

However, in spite of these benefits, the absence of a recognized coaching culture is surprisingly, not that uncommon. One of the key responsible factors for this can be traced to the drastic cut in the management training courses in the early 90s. As a result of this, organizations are increasingly discovering that their middle and senior level managers are more result-driven, and they frequently lack key people management skills- and this includes the way of effectively coaching, and developing employees.

Employee surveys have revealed that in an environment of low levels of engagement, talented employees often leave their brilliant ideas, commitment, and their personalities behind, which results in losses that cannot be measured in the traditional manner. Various researches have consistently shown that the main reason for people leaving any organization is the poor relationship with their managers.

Establishing a coaching culture is a business change process that is very serious in nature. Managers need to be equipped with effective coaching skills, and interpersonal skills. This can help reduce the staff turnover and raise employee engagements, which will directly affect the productivity in a positive manner. The ability of the managers and the staff to have "difficult conversation" in a constructive manner is a very important milestone in this direction.

But establishing a coaching culture is no easy task, and it will require sincere effort, and dedication from everybody, at all levels, starting from the top, to the bottom in the organization's hierarchy. To seriously establish a coaching culture, the senior most management has to take the first step, and then consistently demonstrate their commitment in this direction. This is very crucial, and can have very negative effects if not followed properly. For example, if the senior most managers are prone to bullying, and being insensitive, and this goes unchecked, the whole exercise will be hollow, and will have little or no benefits.

Senior managers need to take the lead, and run programs that boost the coaching behavior throughout the organization. The change is more of a behavioral change, than physical. It has to be carried out slowly, but has to be sustained continuously. Once the change is evident, and the results start showing up, it will have a lasting positive impact on the organization.
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Executive Coaching experts at Business Coach literally wrote the book on Corporate Coaching. Do yourself a favor and click here to view our Business Coaching programs and Business Coach Opportunities http://www.businesscoach.com.
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