Five common missteps organisations make when building a robust coaching culture
I was recently published in Coaching World on five common missteps organisations make when building a robust coaching culture. Building a coaching culture in an organisation is an excellent way to drive performance against strategic goals, create a point of difference, and improve engagement, productivity and retention. However, in my experience, here are some common missteps organisations make when endeavouring to create a coaching culture: The goal of developing a coaching culture is untethered from the organisation’s strategic goals. A coaching culture isn’t a useful end in and of itself. It must be aligned and utilised to drive progress against strategic goals. People in the organisation aren’t upskilled in coaching. Developing this skill is essential for embedding coaching into the organisational culture. Coaching isn’t structured and woven into the L&D process. Without using coaching to help apply training and identify blindspots, L&D can suffer. Senior leaders aren’t driving the coaching culture. Often efforts to develop a coaching culture start at the bottom and are pushed up the ranks. Without senior leaders backing the move to adopt a coaching culture 100 percent, the employees driving the process can become demotivated and the desired coaching culture may never eventuate. There isn’t the right balance between individual coaching, group coaching and team coaching. All three are important and if the incorrect balance is struck it can impact the value of coaching in the organisation. Check out my full article at Coaching World.