http://clomedia.com/articles/view/5055/
How to Create a Culture of Coaching
- 4/20/12
Coaching can be a powerful workforce development tool. Maximize its value by promoting an organizational culture where it’s embedded in every activity of leaders at all levels.
Organizational culture can be hard to define, but some might describe it as simply “how we do things around here.” Coaching, meanwhile, has grown into a popular and highly effective workforce development tool, one that many organizations have put into place either through informal or formal leadership development programs.
But while the practice of coaching — or one-on-one mentoring — can be highly effective in individuals’ professional development, its maximum value to an organization may not be truly realized unless culture and coaching are fully aligned.
To satisfy the growing demands of business and the skills required of senior leaders today, coaching and mentoring should become part of an organization’s culture, said Gregg Thompson, president of leadership development and coaching consultancy Bluepoint Leadership Development.
Coaching, Thompson said, must be not just an event but a common philosophical thread woven throughout the ranks of the entire organization. And it should be the responsibility of learning and development leaders to ensure that’s the case.
“People tend to have a pretty high degree of self interest,” said Thompson, whose clients have included Intel, Microsoft and Univision. But in a coaching culture, “people are committed to the success and performance of other people — not just the success and performance of themselves.”
Thompson said organizations that possess a strong culture of coaching have the following attributes:
• Talent, high performance and individual career advancement and acceleration are a fundamental component of the firm’s culture.
• People are focused on and excited about their personal and professional growth opportunities — as they are for others.
• Leaders are viewed as trustworthy, selfless and competent.
• People feel appreciated for their contributions.
• Feedback is a common practice in the organization. It flows on an ongoing basis; not just once a year.
• Promises are made and faithfully kept.
• Difficult conversations are routine.
But while the practice of coaching — or one-on-one mentoring — can be highly effective in individuals’ professional development, its maximum value to an organization may not be truly realized unless culture and coaching are fully aligned.
To satisfy the growing demands of business and the skills required of senior leaders today, coaching and mentoring should become part of an organization’s culture, said Gregg Thompson, president of leadership development and coaching consultancy Bluepoint Leadership Development.
Coaching, Thompson said, must be not just an event but a common philosophical thread woven throughout the ranks of the entire organization. And it should be the responsibility of learning and development leaders to ensure that’s the case.
“People tend to have a pretty high degree of self interest,” said Thompson, whose clients have included Intel, Microsoft and Univision. But in a coaching culture, “people are committed to the success and performance of other people — not just the success and performance of themselves.”
Thompson said organizations that possess a strong culture of coaching have the following attributes:
• Talent, high performance and individual career advancement and acceleration are a fundamental component of the firm’s culture.
• People are focused on and excited about their personal and professional growth opportunities — as they are for others.
• Leaders are viewed as trustworthy, selfless and competent.
• People feel appreciated for their contributions.
• Feedback is a common practice in the organization. It flows on an ongoing basis; not just once a year.
• Promises are made and faithfully kept.
• Difficult conversations are routine.
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