How to build a coaching culture

by Brett Henebery21 Mar 2017
Many organisations are looking into creating a coaching culture that offers employees across all levels the opportunity to grow their skills, enhance skills and development

Coaching was once just a luxury for executives but is now being extended to employees at all levels of the organisation for developmental purposes.

In a study between International Coach Federation (ICF)  and Human Capital Institute (HCI), 43% of organisations reported using internal coaches to work with employees and 60% say coaching is available to their high potential employees.

Human Capital Institute (HCI) and the International Coach Federation (ICF), culture that focuses on providing employees with the coaching that will enhance their skills and professional development is correlated with higher employee engagement and stronger financial performance.

Lauren Karan, group L&D lead at Fulton Hogan, a civil engineering and construction company, told L&D Professional that creating a coaching culture is about starting small and focusing on building an understanding around coaching concepts across various levels.

“Integrating short workshops over a couple of months and introducing coaching concepts is certainly something that has worked for us,” Karan said.

“Combine that with executive coaching and internal coaching through 360 feedback and succession planning and you are able to start to map and integrate coaching across various levels of the organisation.”

While the benefits of coaching are clear, how it is done can make a significant difference to the way employees learn.

Bruce Tulgan, founder and CEO of RainmakerThinking, said it’s not enough to say: ‘you need to get the job done faster’.

“You have to teach employees how to be faster,” he said.

“First, take a step back: Faster is not always better. Some people work slowly because they are trying to be very, very careful. That commitment to quality should be encouraged.”

Tulgan says the challenge is coaching “the very careful employee” to maintain quality, but also work on speed.

“There is a delicate balance between productivity and quality. The good news is that, usually, an employee who is so committed to quality is likely to be an engaged learner and open to performance-coaching,” he said.

Related stories:
How to coach a reluctant learner
How to coach employees for faster performance