Coaching Accelerates Performance
Research has shown that coaching is one of the most effective ways of accelerating the performance at an individual, team and organization level. Studies by the Conference Board and CIPD, indicate that approximately 70-90%* of organizations manage their talent with coaching, whether it be moving leaders into new positions, effectively managing change, or developing high potentials. A coaching management style has been shown to have a significantly positive effect on workers, by creating a productive work environment, boosting individual and all-around performance, and improving employee engagement and retention.
Coaching as Part of the Workplace Culture
For the introduction of a coaching culture into a workplace to be successful, it needs to be:
- In line with the organization’s strategy – with leaders agreeing on the purpose and desired outcomes, and how individual coaching goals will work to dovetail with the objectives of the organization.
- In line with organization culture, with a pro-learning attitude where development and growth are encouraged and adequately supported throughout the organization.
- Supported by formal and informal structures, which will keep management focused on the coaching of their staff as it is embedded within the organization’s performance system.
LHH has an efficient take on implementing a coaching culture, with external coaches working with individuals within the organization, who themselves become coaches via a ‘coach the coach’ process. What makes this method so useful, is that it can be scaled up or down, depending on the organization, and it is sustainable. When introducing coaching into your organization, there are a number of steps to follow.
1. Start With Leaders
There has to be a commitment to a coaching culture from organization leaders, for it to work. Leaders can be brought on board by a clear statement of the benefit to their organization in both the short and long-term. Senior management will need to lead by example role modelling new behaviors authentically. Feedback should be encouraged throughout the process, and CEO’s can incentivize management to adopt new coaching behaviors to continue development and growth.
2. Get Line Managers Involved
The majority of the responsibility for implementing a new coaching initiative falls to the line managers. Therefore, they must be fully informed of the aims of the coaching style of management, as well as how it should be implemented in order to be successful. This may involve some extra training for line managers, so they can develop their own problem solving, support and feedback skills. They will need to know how to implement this new coaching culture, whilst still working within the parameters of the overall organizational culture.
3. Integrate Coaching into Regular Practice
Coaching needs to become part of the usual operations of an organization. To ingrain a coaching culture HR, leaders, and line managers will need to work together to tackle any problems that emerge. Including coaching in the leadership framework of an organization is the best way to make it ‘stick’ particularly if team members are made aware of how it has already been successful.
LHH Gulf partners with organizations around the Middle East Coaching the Coach helping leaders coach their teams. Email us for more information firstname.lastname@example.org
*ICF (2017) Building a Coaching Culture with Millennial Leaders Study. Accessed online here