Creating a coaching culture in your organization
- Mar 23rd 2017
- Impact: What is the envisaged impact of the culture? How many employees, how many functions, geographies, etc. this will impact? What is the expected ROE (Return on Expectations) and ROI (Return on Investment) from these programs? How will go about calculating these metrics. Organizations across the globe use engagement scores, surveys, testimonials, productivity improvement and cost savings to arrive at such metrics. Your organization can pick up based on the impact it is looking to make.
- Strategy: Define the execution strategy to achieve the impact you are looking for in alignment with the overall business strategy of the organization. Starting with identifying your program management team and what will be their R&Rs. Then how the implementation will be rolled out across the organization. Successful implementations across the globes have started with top management and then rolled downwards. There are three basic things that all program try to achieve:
- Having external coaches for the top management and senior management
- Certifying senior management and top management with coaching credentials in order for them to mentor leaders below them in coaching
- Running coaching trainings of 30 – 60 hours for leaders below senior management and around 30 hours for all employees below this level. Along with ensuring regular coaching sessions across the organization and including this in the appraisal system.
- Standards: It is very important what standards are being followed by the organization while creating the coaching culture. This ensures that the employees create trust in the programs being implemented and are able to work with their leader coaches in a safe environment. Every coaching engagement should have an agreement that the sponsor, coach and the employee signs. The trainings and certifications should align to a global coaching association known for its ethics around credentialing. Every step is taken to maintain employee-leader coach confidentiality. Standards in hiring external coaches should be created and adhered to.
- Sustenance: Another important pillar is the ability of these programs to sustain through years. If there is no concrete plan around this then the programs will become a one-time affair and would peter off as many training programs do in organizations. Starting with full support from the top management by talking about this program in every communication and event. The identification of a program management team and a potentially a certified coach running it. The next step is create a budget plan which in the long run is able to justify against the ROE or ROI impact the program is creating. Some organizations charge the functions/units asking for coaching, some provide a central budget year on year and some even ask employees to pitch in!
Rajat is a Master Certified Coach (MCC) with over 18 years of industry experience and over 2500 hours of coaching experience, helping people and organizations attain maximum effectiveness. His background includes working with CXOs, senior managers, managers and board of directors of small private companies to multi-billion dollar publicly traded organizations.