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The Coach is in NOW!

Coaching for Corporations

Coaching is a tool to improve both individual and team performance. It offers tailored personalized support to managers to help them achieve business and career goals. Good managers create organizational cultures that foster highly engaged and committed workers.

Creating a coaching culture that is embedded demonstrates a learning organization that places much emphasis on staff development.

Global Reach with a Personal Touch

Impact utilizes the Socratic Coach Platform providing quality of service delivery by multiple coaches at Headquarters or remote offices. Your Statement of Work is transformed into a template to be used by all Impact Coaches in one or more of the following:

  • Leadership Development; Coaching and/or Advising
  • Onboarding; accelerate impact of new executives
  • Team Performance; group and/or individual coaching provided
  • 360 Assessments; turn a stagnant review into a developmental debrief
  • Job Benchmarking; creating assessments with stakeholders

There are high expectations of managers to succeed in their leadership roles, especially in managing fast-changing agendas and in increasingly competitive markets.

Why do it?

In the previous century coaching was often a last ditch effort to salvage a troubled manager.  This “stigma” of coaching as followed many executives into the 21st Century. Yet the challenges today far exceed what leaders experienced in the past. There are four generations simultaneously in the workplace, global economic and political challenges and a compression of corporate human capital.  Now, more than ever, the need for Coaching is critical in order to keep workers engaged and maximize the flow of knowledge throughout the organization.

Is your company a candidate for a Coaching Culture?

To many, all this talk of coaching cultures and systemic perspectives will seem far removed from the practical reality of their working lives. However, theChartered Institute of Personnel and Development’s (CIPD) 2012 survey revealed that those sceptics are increasingly in a minority. 80% of respondents agreed that coaching will only work well in a culture that supports learning and development.

Furthermore, there is considerable academic support for the view that developing a coaching culture can yield significant organisational benefits. In a 2004 Harvard Business Review article, Sherman and Freas argued the case for a coaching culture in this way: “When you create a culture of coaching, the result may not be directly measurable in dollars. But we have yet to find a company that can’t benefit from more candour, less denial, richer communication, conscious development of talent, and disciplined leaders who show compassion for people.”

More recently, LinkedIn CEO Jeff Weiner said, “Compassion can be taught. Not only can it be taught, it should be taught. And it should be required in our curriculum and it should be a part of the syllabus… It should be taught with same sense of urgency and gravitas as say, math skills or verbal skills. And if you think about it, what could be more important as legacy to leave this generation of children than the ability to be compassionate?”

Being compassionate (understanding, caring, concerned, considerate, attentive, mindful, interested) is at the core of a coaching culture; putting the ideas and needs of others equal to your own.

In a digital world where it is easier than ever to get in a rush and not make full contact with the people in our lives, this type of engagement and attunement is fundamental to our happiness and the health of our society. This effort is starting to make its way into both grade schools and business schools, as more people realize that how we relate to one another is fundamental to the well-being of our kids, our family, our business and our society.

A coaching culture promotes more open communication. It builds trust and respect. It improves working relationships by showing how everyone can bring something to the party. In too many organisations, coaching is seen as a remedial activity. By firmly embedding it in the culture of an organisation you can begin to use it as a development tool where everyone can recognise that part of their role involves facilitating the development of others. This, in turn, can bring significant operational improvements.

How to do it?

Recent research by the CIPD suggests that 99% of managers believe in coaching as a tool for organisational and personal improvement and would like to develop a coaching culture in their organisation. This six-point plan should help readers steer clear of the more common pitfalls:

  • Link it to the business strategy. The first step must always be to understand the organisation’s future direction and then clarify exactly how coaching can play a part in that. For instance, if a public body is seeking to improve its audited assessment rating then you need to demonstrate that working on individual effectiveness will have a cumulative effect on the performance of the whole organisation. Coaching cannot exist in isolation.
  • Find a champion. Few innovative initiatives succeed without the support of a senior executive committed to the idea. Ideally this will be someone on the board, or an executive director, who has themself been coached and has more than a theoretical understanding of the potential benefits.
  • Start at the top and sell the benefits. The first people to receive coaching should be the board, simply because once they have discovered its uses they will be keen to see it cascade throughout the rest of the organisation. Be prepared, however, to sell the benefits. Remember that human resources jargon may not impress them, so talk in terms of business benefits. For example, show how a competitor company increased sales after coaching the business development team.
  • Develop a clear coaching methodology. If it is to become an accepted part of the organisational fabric, coaching must demonstrate clear outcomes. It should be related to actual projects and issues, not only theoretical ones. Both coach and participant must agree clear success criteria, and there must be a process where feedback is provided as a matter of course.
  • Communicate clearly. Introducing a coaching culture is a major change for any organisation and there is always the likelihood of resistance to any change. This resistance can be dealt with by communicating to all employees exactly what is happening, why, and what the intended outcomes are.
  • Embed the process. Coaching modules should be included in the management induction programme. Once the senior management have honed their coaching skills they should be encouraged to coach their own teams and in this way coaching will cascade down through the organisation.

Taking the first step

One of the first steps to introducing an organisation-wide coaching culture is to increase the acceptance of coaching by offering it to key individuals. Coaching can offer support to developing management teams as well as established teams who wish to improve their collective performance. It can provide critical support to managers going through organisational change where skills upgrading may be needed or where a redefinition of role is required. Once coaching is accepted it can then be cascaded throughout the organisation by providing training in coaching behaviours.

Let Impact Coaching+Advising guide you into the 21st Century Coaching Culture.

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