Developing a Coaching Culture – best practice thinking

Peter Bluckert

Programme Director

UCD Smurfit School

Phillip Matthews

Director, Executive Education

UCD Smurfit School

Developing a Coaching Culture – best practice thinking

Presenter: Peter BluckertModerator: Phillip Matthews

AGENDA

1. Defining a coaching culture

2. The evolving stages of a coaching

culture

3. Examples of corporate goals for

developing a coaching culture

4. Ten key principles in developing a

coaching culture

5. What do great coaching managers do?

25 minutes

Questions and Answers

15 minutes

“A critical mass of its members engage in creating relationships through which impactful conversations can take place that are crucial for continuous improvement of performance.

They do this by actively and courageously seeking out opportunities to hold respectful and candid conversations. Vitally, they have learned how to value and use feedback from all sources as the key to developing the

high trust relationships necessary for the transformation of organisational performance – the move from good to great”

1. Defining a coaching culture

[Crane 2000 ]

Executive coaching

Typically starts herewith external

coaching to senior leaders to support

development or prevent derailment

2. The evolving stages of a coaching culture

1

Ad hoc growth

Coaching grows in ‘pockets’.No one quite knowswho’s doing what or

what the organisational benefits are

2

A more structured approach

Recognition that a more strategic approach to develop internal

capacity and a coaching cultureis required. Executive briefings

and Manager as Coach training courses are

commissioned 3

Bedding in

Leaders model coachingbehaviours which creates a

cascading effect.Managers engage in

coaching conversationsCoaching begins

to stick. 4

Integrating

Coaching becomes integrated into people and performance

management processes.Greater use of coaching

with teams as wellas individuals

Normalised

A critical mass/tipping point is reached and a

coaching style of leadingbecomes a way of doing business, a dominant style of interacting

5 6

3. Examples of corporate goals for coaching

Develop and sustain competitive advantage

Support current leaders, grow future leaders

Retain high potential staff

Strengthen company cohesion and

engagement

Staff motivation and support

4. Ten key principles for developing a coaching culture

1.Start with the question - Why take this journey?

Make an honest assessment of the current culture –

what’s good and working well. What needs to

improve or change and why?

2.Align to business strategy. Should support

business strategy and have clear business

objectives. There needs to be a clear link between

coaching and the success of the business. Establish

ROI/ coaching evaluation process at the beginning

against desired outcomes

3.Drive from the top. Successful implementation

requires Executive level commitment, championing

and role modelling of a coaching approach and

behaviours

4. Set up as an OD intervention. Explain to colleagues

the bigger picture business rationale for

developing a coaching culture. Position it

positively; as developmental not remedial

5. Develop a common understanding of coaching.

People have very different understandings of what

coaching is which can lead to confusion and

frustration. Agree on an organisation-wide

coaching definition and core coaching models and

concepts

6. Develop coaching capability. Commission class-

leading accredited coach training and development

for Executive team, senior leaders, HR , line

managers and coaching ‘champions’. Ensure CPD,

progression routes, supervision and support are in

place

4. Ten key principles for developing a coaching culture

7. Manage the quality of your externally supplied coaching. Develop a small panel of external coaches who are experienced, accredited and supervised and who fit the culture. Ensure external coaching takes place within a three or four party contract

8. Build a community of internal and external coaches. This provides a mechanism to ensure organisational learning can be derived from individual coaching conversations and enables cultural blockages to surface and get addressed

9. Gather success stories. Collect and communicate positive outcomes produced by coaching behaviours. Create a coaching intranet site

10. Evaluate outcomes. Conduct evaluation against agreed metrics

4. Ten key principles for developing a coaching culture

They operate from a coaching mindset which means:They constantly look for opportunities to improve performance. They use day-day work experiences, positive and negative, highlights and mistakes as opportunities for learning and continuous improvement. They’re interested in the ‘how’ as well as the ‘what’

They spot talent and develop people. They are interested in potential as well as current performance. They challenge and stretch colleagues to be the best they can be. The result is that they grow leaders who go on to make significant contributions to the organisation

They use certain skills and display common characteristics. They ask good questions, and then they listen. They are looking to help colleagues and are capable of expressing empathy. They provide clear and timely feedback and are prepared to go to a tougher place if needed

They know their people and what they’re doing. They take the time and care to know their team members as people. They clarify tasks and performance expectations, empower people but also stay in touch and show interest in what they are working on

5. What do great coaching managers do?

QUESTIONS & ANSWERS

Diploma in Business and Executive Coaching

Duration: 6 workshops - 16 days in allSchedule: Part-time Starting: March 2010

If you would like further information, please contact Gillian Brown on:

Phone: +353 1 716 8818Email: gillian.brown@ucd.ie

www.smurfitschool.ie/executiveeducation

Thank you for your participation today.

For more information on our

coaching programmes led by

Peter Bluckert, please contact:

Gillian Brown, Programme Manager

Tel: +353 1 716 8818

Email: gillian.brown@ucd.ie

NEXT WEBINAR 9th February 2010

‘Threats, Refusals and Ultimatums: Dealing with Hardball Negotiators’

with Stephen Boyle

This webinar will look at :

The challenges of dealing with opponents who won't budge from their positions

The challenges of dealing with opponents who don't want to listen

The challenges of dealing with opponents who simply refuse to negotiate