Top Tips To Successfully Implement a Coaching Culture In Your Organisation
Companies that have developed a coaching culture report significantly reduced staff turnover, increased productivity and greater workplace satisfaction. Here are Careers with Confidence top tips for successfully implementing a coaching culture in your organisation.
Define the vision and purpose
Identify what it is that your organisation wants to change by implementing the coaching culture. Coaching typically supports the delivery of the organisation’s strategic plan. Objectives could include moving to a performance management culture, developing leadership and management capability, developing a high quality workforce or improving senior credibility and communication. It is also important that leaders clarify exactly what a ‘coaching culture’ actually is, for example, what would people be saying and doing that they are not doing now?
Conduct an organisational health check
Have a look at what is already in place in terms of learning and development and what needs to be addressed. A thorough review of current coaching practices will be useful for developing a prioritised implementation plan. How will the coaching initiative integrate with other developmental programmes? What results have been delivered through coaching to date? How can a sustainable coaching capability be established in your organisation? What budgets are available?
Getting buy in
It is crucial to get buy in from all stakeholders. The influencers might be board members and Heads of HR and departments. The approvers might be CEOs, finance heads and department heads. The users might be managers, team leaders and business support staff. The shapers might be learning and development managers, HR and department heads. In order to fully integrate coaching we recommend securing a senior sponsor in the business to act as a champion. It’s best to find someone who has first hand experience of coaching and can see its benefits for the wider organisation. It would also be useful to create a project group or a community of practice for further support.
Selecting an approach
A wide range of coaching approaches and models are available. A coaching culture has to be embedded and owned by the organisation so chose an approach to fit your organisational culture. Identify exactly what you want from coaching and then review the market to see what’s out there. Some organisations start with an issue or a business need that they would like to resolve using coaching. This may have been prompted by an employee survey or stem from organisational change. Consider starting from the top and cascading down to spread success stories throughout the organisation, which is more of an organic approach. Or target employees directly affected by organisational change, with performance issues or those with leadership potential.
Present a business case
Questions to consider before building your business case for coaching include:
- What are the current challenges the organisation faces?
- Where are the current performance gaps? How could the coaching help?
- Who will sponsor the programme and how can they help influence decisions?
- What is the duration and size of the programme?
- How will you roll out the programme?
- What does success look like? How will you evaluate the results?
- Who will be coached? Who will do the coaching – internal/external?
- How will coaches and coachees be selected? Who’s involved, roles, responsibilities?
Implement a pilot
Run a trial workshop to introduce coaching and roll out a coaching pilot. You could try 3 coachees per coach with 4 sessions over a 3 month period. Use a 360 degree tool before the start. Evaluate before, during and after the pilot to obtain results of what coachees are doing differently as a result of the coaching and assess the return on investment (ROI), find out what’s working well and what’s working less well. Use the results in your business case for coaching and discuss with your champions and project groups how to move forward.
Maintain the momentum
The programme needs to be communicated actively within the organisation. Short videos, success stories in your company newsletter, a dedicated staff intranet site with useful tools and information and issuing regular e-mail bulletins are all useful ways of keeping coaching at the top of the agenda.
In conclusion, coaching must be aligned to an organisational strategic plan, supported at the very top of the organisation, modelled in leaders’ behaviours and built into all HR processes to really become embedded.
Careers with Confidence works with directors, managers, groups and high potential individuals to enhance personal and organisational performance and productivity. Give us a call on 0208 133 6787