Before we build coaching culture, we must understand the meaning of “coaching” itself. Coaching is partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential. (International Coach Federation-ICF). It is not an instant solution but a continuous process where individuals are provoked to find solution in achieving their goals. Hence, building a “coaching culture” is very important in order to gain paramount result of coaching.
Nowadays many business leaders realized the importance of building coaching culture. It is not only for providing feedback but also for helping and supporting employees to reach their full potential. (Longenecker and Simonetti, 2001). In building coaching culture, we always faced with few dilemmas. It is usually more to do with budget and buy-in than choosing the program itself. The first dilemma is whether to invest in external coaches or training managers internally, and within that whether to train in coaching skills for managers to use in their day-to-day activities, or to aim for a team of accredited internal coaches. (Carol Wilson, 2011).To build a coaching culture, we first must understand the three principles underlying of a coaching culture. They are:
However, in building coaching culture, what tends to happen is that some of the managers will act as internal coaches anyway, but without having had the depth of training required for this. Even though it is not a disaster, because coaching is 100 per cent coachee led, so provided the principles are adhered to, the managers cannot do any great damage, it is more desirable that they should be trained in how to deliver a series of coaching sessions, and regular refreshment of skills and knowledge. In creating coaching culture, we should understand organization’s vision and what that organization wants to change by building coaching culture. We need to check “What is already in place? What needs to be addressed? What budgets are available? What is already looked after through existing programs? Which programs should be kept and which could be replaced by a coaching program? What type of interventions will suit?”. Identifying stakeholders is also very important. Who are affected by, or have an interest in, the program. By identifying the stakeholders, It will make easier to get “buy-in” from party who provide approval and budget. Once we have the approval, good planning is necessary to build coaching culture. It is crucial to differentiate the benefits derived from the program as opposed to other programs or situations which might be happening in the organization at the same time. Pilot project is recommended to highlight any changes required. Evaluation is done by discussing the result from pilot project with all stake holder and provide creative solution to move forward. After all the changes from evaluation are in place, we are ready to implement the whole program. Once it is running, continuous maintenance by maintaining momentum is requires to ensure that the coaching culture is established. When the coaching culture is established, not only employers but also employees can gain benefit from it.
- Responsibility, without any positive feedback or suggestions for improvement does not encourage people to take responsibility.
- Self-belief, people’s self-belief can be boosted by praise from their bosses and peers. Hence, outside recognition is not necessary.
- Blame free, research shows that human beings learn through making mistakes, so people must be allowed to make their own individual progress through trial and error.
By: Yohanest Chandra, B.Eng., Msc., CHRP.