Coaching in Organisations

How we respond or react to something often indicates a need that is either being or not being met. This is sometimes called Stimulus-Response theory. We may get triggered by something someone is doing or saying (a stimulus) which reminds us consciously or unconsciously of something (pleasant or painful, positive or negative) leading to our response. These triggers will have their origins in the past and sometimes in growing up as children. Negative triggers can often result in a negative emotional reaction and behaviour and the opposite also applies. Managers and leaders, as part of their people management role, may ...

Developing a coaching culture can sometimes feel like a game of Snakes and Ladders. You take steps to implement coaching within the organisation, you experience some quick wins and feel like you are making progress and then you face an obstacle and it feels like to you have just taken three steps backwards. If not addressed, these obstacles can very easily sabotage your efforts. Often the benefits of coaching are never fully realised because funding is cut before there is a real chance for success to be experienced. Here we will highlight some of these obstacles and offer suggestions on ...

The concept of professional development is one that is probably very familiar to us. We may apply this to ourselves, and also our work as coaches may be in direct relation to the professional development of our clients. In the context of today’s environment, terms like “digital revolution”, “4th industrial revolution” and “VUCA” (volatile, uncertain, complex and ambiguous) are now heard almost daily. Alongside this, we may find ourselves immersed in conversations around climate change, economic and political turbulence, mental health and matters of social progress. In light of the characteristics and challenges this type of environment present, the World ...

PART 8: COACHING CULTURE SERIES As we wrap up the Coaching Culture Series, I am going to share with you examples of what some organisations have implemented towards fully utilising coaching as a powerful resource within their organisations. One of these examples is a case study developed by the International Coach Federation (ICF) to highlight last year’s ICF’s International Prism Award winner. I’ll also share some examples from my own clients. My hope is that it will inspire you to take the plunge and fully utilise the power of coaching in your organisation! International Prism Award The International Prism Award ...

PART 7: COACHING CULTURE SERIES Up to this point, we’ve helped you better understand coaching culture, walked through key principles and first steps, looked at approaches and strategies, discussed the importance of measuring ROI and establishing sustainability for your programme. As we start to wrap up this series, I’ll be sharing examples of excellence. I hope these will provide practical ideas on how to create your own strategy for developing a coaching culture in your organisation. Let’s start by looking at a global award that recognises excellence in the use of coaching within organisations as well as some characteristics of ...

PART 6: COACHING CULTURE SERIES In this Coaching Culture series, we have now covered the main building blocks for establishing the foundations of a coaching culture in your organisation and how you can fully utilise coaching as a strategic resource. We now turn our attention to how you can not only sustain, but also enhance the impact that coaching can have over time. Here are some of the ways that you can underpin long-term success and impact. Educating the organisation: Often, the broader organisation may not be aware of what is defined and understood by coaching or its associated benefits. ...

PART 5: COACHING CULTURE SERIES Now that we’ve covered multiple approaches and strategies for how to introduce coaching skills and coaching related activities into your organisation, it’s time to consider measurement. How do you know that coaching is making a positive difference? Several years ago, while working as a continuous process improvement consultant, our mantra was to measure what’s important, not just what’s measurable. This principle most certainly applies to measuring the progress of your investment when building a coaching culture. There are many, many things that an organisation can measure, but how useful are they and what do the ...

PART 4: COACHING CULTURE SERIES In this series so far, we have looked at how to define a coaching culture, some of the key principles that underpin strong coaching cultures and three initial key steps to get started. Now, we will look at some practical approaches and strategies you can use to introduce, and begin benefiting from, coaching within your organisation. Before that, a brief word of advice on how to make the best use out of this information: firstly, note that this is not intended to be an exhaustive list of all possible options, and secondly, remember that one ...

PART 3: COACHING CULTURE SERIES Now that you have had time to consider the three key principles to coaching culture, let’s look at the first steps to put this into action. Step One: Be clear about your vision of success. What are your criteria, goals and aspirations for a high-performance coaching culture in your organisation? What does that mean for you? What might be some characteristics of such a culture? For this, you could draw upon some of the work undertaken by the International Coach Federation (ICF) and the Human Capital Institute (HCI) in their research into coaching culture. Since ...