When an organization institutes or embraces a "coaching culture," what exactly is it creating and committing to? With no existing single definition of a coaching culture, Helen Gormley and Christian van Nieuwerburgh set out not only to create one, but also to identify characteristics that make a coaching culture successful.
The authors put forth the following definition:
"A coaching culture exists within an organization when it has embedded a coaching approach as part of its strategic plans in a transparent way. Coaching cultures should motivate individuals and facilitate cooperation, collaboration and connection within the organization and with its external stakeholders."
Organizations implement coaching cultures for many reasons. Coaching research has clearly shown the benefits of coaching, from developing leaders to increasing innovation to boosting overall employee happiness and performance.
But how does an organization begin to transform its culture?
For an organization to successfully implement a coaching culture, Gormley and van Nieuwerburgh stated that its leaders need to take time to carefully consider (and research, when necessary) the following questions:
What is the purpose of the coaching and coaching culture?
What are the desired outcomes?
How will the coaching be integrated on a practical level into the company?
How will the impact of the coaching and coaching culture be measured?
Before a coaching culture is introduced, organizations should clarify which structures need to be put into place. For example, how will human resources be involved? Will the organization use internal coaches, who will need to be identified and trained? Or will the company use a combination of external and internal coaches?
It's important to acknowledge that creating a successful and sustainable coaching culture takes time.
Lastly, Gormley and van Nieuwerburgh identified the characteristics needed for a coaching culture to be successful:
The coaching should be integral to the organization and not exist as an adjunct program.
The coaching needs to be supported and promoted by the organization's senior leaders.
Leaders and managers should be role models and participate fully, both by coaching others and being coached themselves.
As a coach, how have you helped leaders embrace and institute a coaching culture into their company?
Developing Coaching Cultures: a Review of the Literature, by, Helen Gormley, Christian van Nieuwerburgh, Coaching: An International Journal of Theory, Research and Practice; 2014, Vol. 7, No. 1.
About the Author
Dr. Laura L. Hauser, MCC, MCEC
Founder, Leadership Strategies International
Dr. Laura Hauser, MCC, MCEC, works with organizational leaders and their teams (and the professionals who support them) to build healthy workplace cultures. She is an internationally-recognized thought leader and researcher in the highly specialized space of team coaching. Using art and science, she teaches, coaches, supervises and consults in a way that expands mindsets and capabilities needed to navigate through disruption. Laura has been honored for her contributions to the coaching profession. She is the developer of the Team Coaching Operating System®, an ACSTH coaching school accredited by the International Coach Federation. Contact Laura by email or on LinkedIn.
When referencing this material, please acknowledge the source: ©2020 Dr. Laura L. Hauser, MCC, www.leadership-strategies.com