'We're going to create a coaching culture' is a commonly proclaimed goal, with some leader filled with visions of coaching reinventing life and work in that organisation.
But coaching alone is not always able to miraculously drive change, improve performance, increase happiness, make money and lift the level of engagement in an organisation. Coaching is a powerful tactic that is best used to support and achieve a specific business objective.
The focus on a 'coaching culture' runs the danger of confusing the means for the end, and it is a lack of context – why exactly do I need to use coaching? – that can undermine any attempts to get managers coaching. Commitment and engagement with coaching works best when there are two levels of context.
The first is the business context, and we've found that enhancing coaching skills works best when it's serving a specific business purpose – for instance, building team resilience before a corporate re-branding and re-organisation, increasing key customer retention or reducing the churn of front-line sales staff.
The second is a personal context, or more bluntly: how will this help me and my work? Getting managers to see how coaching can be not just another thing to add to the to-do list, but rather a way of actually reducing their own workload while increasing the focus on their own 'great work' builds the likelihood of it being a tool that’s used. Context allows managers to see coaching as a support and a solution – and not just the latest HR trend.”
To me, its just the reverse – in today’s fast changing world, it is only by creating a culture of [or more accurately, social capital in] coaching, innovation, leadership, or whatever it is, that an organisation has a chance to become and remain successful:
“Coaching for it's own sake - just because you think it's trendy, or because company X is doing it - is clearly not going to take you anywhere.
So in this sense, I support your desire to see a clear business focus and benefit for coaching activities.
However, I also think that coaching can have transformational outcomes which are often unknowable in advance.
This is the benefit that a coaching culture provides - it will help unleash everyone's, or at least talent's (depending on how extensively it's applied) potential.
Some of this may help meet current business goals. But it may also help go beyond these goals and help uncover new business opportunities (it's what I mean when I talk about creating value - ( http://strategic-hcm.blogspot.com/2007/12/people-and-cogs-creating-value.html ).
Organisations may loose considerable potential advantages for creating value through their people if they dismiss the opportunity out of hand.”
The point is described in the slide from Abbey that’s shown above: people drive the business. More (of the right) talent equals more results.
I also like this quote taken from Sherman and Freas in Jane Turner’s presentation on coaching cultures:
“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.”
Of course, as I explained in my last post, no organisation can do everything, so they need to pick and choose. Some nice-to-have’s like coaching may be left off the list in order to include other must-have’s like innovation (the choice being dependent on the organisation, its strategy, context etc). But once you’ve decided what’s going to make the difference, just do it. Don’t wait to pin down some specific needs, or until you’ve calculated a potential ROI. Just do it.
Make it happen.
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- jon [dot] ingham [at] strategic [dash] hcm [dot] com