Adopting a Coaching Culture

Most people think of sports when they hear the word “coaching.” But this also exists in other organizations. Training often needs to be differentiated from coaching. The former is identified with an HRD, while the latter is the responsibility of all leaders in an organization.

One definition of coaching is instructing and counseling a person or group to improve their performance and productivity.

Sounds simple? It’s not and isn’t spoon-feeding.

A coaching culture inspires and accelerates growth within an organization. Leaders apply techniques that empower employees to grow in a supportive environment.

Managers can be called coaches. You might be one if you meet the following criteria:

Leaders apply techniques that empower employees to grow in a supportive environment.

Motivate employees to learn, improve and grow.
Inspire others to reach their full potential.
Encourage innovation. (Think outside the box)
Listen more.
Follow up and provide feedback.
Compliment great work and advise when employees can improve performance.
Set the example.

A coaching culture doesn’t guarantee success and it isn’t for every organization. But there’s no denying that it can help an organization achieve its goals. So, a lot of businesses are adopting coaching. Unfortunately, many companies take shortcuts, like conducting seminars or hiring motivational speakers. These have short lifespans.

For a coaching culture to work, people should realize it is an ongoing process. Leaders should be the real coaches if they want it to work.

Where should transformation begin?

Experts will say that change should begin at the top, which might even require a vision update. Top management, especially with big corporations, has to be on board. A culture shift can be implemented smoothly with support from decision-makers.

But middle managers can effect change too. One person can make a difference if you’ve read a recent blog: Be the Conscience your Organization Needs.

Be the drive in your organization if you believe a coaching culture is needed. When your upper management sees the benefits and positive effects, they will also support a culture shift.

Adopting New Habits is Key

More of the same will not result in any culture shift. Practices need to be changed. For instance, leaders can begin consulting with subordinates when setting goals and planning. Also, they can get more involved in the daily grind with their employees.

Managers could also schedule more time to meet with employees individually and advise them on how they can perform better.

There are many ways leaders can become coaches. It starts with them, but it should also include their employees.