An increasing number of businesses want to create and establish a coaching culture. But how best to go about it? Reliance upon external executive coaches can be expensive - and neither does it really build capability.
Keith Nelson, coach trainer and author of Your Total Coach: 50 Ideas for Inspiring Growth and Development explores the dos and don€ ™ts of introducing coaching to the business.
The impetus to introduce coaching as part of the organisation’s culture invariably comes from key people at the upper levels of the business who champion the idea. This is typically the HR director, who can visualise its potential for the organisation, possible with the support of the CEO and other directors who might have received coaching first-hand and can vouch for its benefits.
There then follows the desire to introduce and embed coaching throughout the business.
It is important to distinguish between 1:1 coaching for managers (executive coaching) and the capacity for managers to be able to coach others in the organisation (coach training). It is the latter – coach training – that more and more companies are using to introduce a coaching culture.
As a provider of coach training, it’s something that we are regularly asked to deliver, across both the private and public sectors. We are finding this in sectors from insurance to the police, from banking to health trusts.
When doing this work, we quickly become aware of the supporting and restraining forces for coaching in the business and its likely success (or otherwise) – and explore these at length with the relevant client. Often the HR director or learning and development manager is aware of these – particularly the restraining forces – in which case the journey to introduce coaching involves climbing a slightly steeper hill.
While these restraining forces are many and varied, we find there are a key essentials the business can be mindful of to ensure success.
Click here If you would like a copy of our 10-step guide to introducing and establishing coaching in-house .
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