The Coaching Eco-System and Its Importance for Company Culture

In order to successfully implement coaching culture into its environment, a company must set up the Coaching Eco-System. The aim of the Coaching Eco-System is to instill coaching into the very DNA of company culture.

In difference to occasional coaching (e.g. executive coaching, team coaching, career coaching etc.), the Coaching Eco-System (CES) is based on procedures and solutions that enable a systematic coaching development and its daily use at a company level.

Since company culture is created by all the company’s employees, it is vital for the CES that:
a. behavioral characteristics of coaching are developed within every employee
b. the employees are trained in coaching skills and techniques.

What does the Coaching Eco-System consist of?
The Coaching Eco-System consists of elements that enable the implementation of coaching into the existing company culture, successfully adapt to company needs over time and form a central part of employee management.

The Coaching Eco-System consists of the following elements:
1. Coaching Coherence
2. Coaching Workflow
3. Coaching Curriculum

These three elements enable the introduction of coaching into all aspects of company organization.

Coaching Coherence
Coaching Coherence ensures cohesion between company needs and employee interests. It enables a successful overcoming of the challenges posed by these two aspects over the course of time.

 

The needs of the company on the one hand and those of the employees on the other give rise to a GAP. This gap can be bridged by creating a FIT through suitable coaching solutions.

Coaching solutions consist of coaching programs, technologies, new work processes, management strategies and other interdependent actions. A successful interaction of these elements makes coaching a central part of the new company culture.

Coaching Workflow
Coaching Workflow is a process that enables the development of coaching culture in a company.

Coaching Workflow:

  • enables the development of coaching,
  • furthers its use, and
  • encourages its continuous development and upgrades at company level.

Coaching Workflow consists of the following stages:

a. The Creation Stage
The success of the development of coaching culture in a company is directly linked to the company’s ability to create sufficient Momentum among its employees.

This Momentum consists of:

  • a suitable approach to announced changes
  • the inclusion of a critical number of employees
  • an appropriate dynamics of employee training
  • appropriate coaching contents.

Successful Momentum represents a successful stage Coaching Workflow development.

b. The Implementation Stage
At this stage, coaching becomes recognized among the employees as part of the new company culture.
Every employee included into Coaching Workflow goes through the training process. On the one hand, this process consists of the developing behavioral characteristics of coaching and the acquisition of knowledge on coaching techniques and skills on the other. In the Implementation Stage, coaching spreads from the initial Momentum (a group of employees) to the company as a whole.

c. The Transfer Stage
The new knowledge and skills acquired by the employees are now transferred into their working environment. The company must provide work process solutions conducive to the use and sustainable development of coaching.

Coaching Curriculum
The Coaching Curriculum provides an overview of the coaching programs implemented through Coaching Workflow. There are Coaching programs developed for every segment of the employees, enabling them to acquire and upgrade their coaching knowledge.

 

What does the Coaching Curriculum consist of?
Every Coaching Program consists of modules and types of coaching selected by the company in line with its goals. The company may:

  • develop its own coaching models or select an existing one;
  • decide on developing its own coaching contents or hire external coaching providers.

The development of coaching culture in a company depends on the types of coaching programs that the company will favor through the course of Coaching Workflow.

A company shapes its Coaching Curriculum by determining its employee segments and employee training programs.

The Coaching Eco-System implementation
The Coaching Eco-System is implemented into companies according to the STEP-IN methodology. This methodology does not consist of coaching techniques but of procedures for setting up the foundations of the Coaching Eco-System.

The STEP-IN methodology has the following stages:

a. The Preparation Stage
The Preparation Stage is key for the success of the CES implementation and coaching culture development. It considers the current organization climate in the company, the response of the employees to previous changes, and the expectations of and support from the company management. The aim of this stage is to make the beginning of the CES implementation spontaneous and acceptable to the employees.

b. The Implementation Stage
This stage marks the start of the coaching of the employees and ends with all the employees included into the Coaching Workflow.

c. The Evaluation Stage
In this phase, Coaching becomes an integral part of employee interactions. The use of Coaching takes place at all company levels and continuously adapts to the company needs.

Setting up the Coaching Eco-System is a process for developing coaching culture in companies. In order for a company to see major changes within its organization culture, the working habits of the employees and their manner of thinking need to be transformed. The first step of successful implementation of coaching culture is the management of employees through coaching approaches. The speed and success of making Coaching part of the company culture DNA, however, depend largely on the structure of the employees and their openness to change.

The CES successfully deals with a number of problems characterizing traditional approaches to coaching implementation. More on that in Three Most Frequent Problems of Coaching Culture Implementation in Companies and How to Avoid Them.