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 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 is a process that enables the development of coaching culture in a company.
- 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.
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:
Three golden rules when implementing coaching culture in your
by Mitja Drenik
The implementation of coaching culture in a company poses a variety of challenges. Many consulting companies advertise their unique methodologies, which rest on sound theoretical foundations, but sometimes do not achieve the desired results in practice. The reasons for that are numerous and differ on a case-by-case basis. There are three golden rules, however, to make the implementation of coaching culture in your company a successful one!
1. Transfer the responsibility from your coaching consultants and managers to your employees
For a company novelty to be a success, it is key to determine those responsible for its implementation. In the top-down approach, the implementation of coaching culture in a company is generally the responsibility of HR managers, senior managers or supervisors. In other words, the responsibility lies with the management.
In the bottom-up approach, offered by DayAct iCoaching, the responsibility for the implementation of coaching culture is transferred from the management to the employees themselves. Every employee is responsible for their own results, in which:
- the coaching is individually adapted to every employee;
- the level of success is measured by Key Performance Indicators (KPIs);
- the employees know and understand the results expected of them.
The coaching culture of the company is thus created by the employees themselves rather than the company management. This makes its development faster, more intense and considerably more effective.
2. Focus on the results rather than tools and techniques
Traditionally, coaching culture is introduced in a company by a transfer of coaching skills and techniques from external consultants to the company managers, and then from these managers to the employees. This path seems a bit lengthy as the main goal is probably to raise the performance of all the employees.
The knowledge of coaching skills and techniques does not necessarily guarantee a better performance of the employees. Performance generally depends on two key factors:
- raising the awareness of the employees and
- changing their work habits.
For these two factors to be successful, the company’s approach needs to change from know-how (knowledge transfer) to show-how (skill development). In practice, this calls for a process through which the employees will develop behavioral characteristics of coaching without having to be familiar with any coaching skills and techniques.
3. Let your coaching culture be created by your employees
Creating coaching culture in a company should not be a management project, but a mission of all the employees.
The traditional way of implementing coaching culture in companies is characterised by the Outside-In approach. This means that all the knowledge on coaching skills and techniques comes to the employees from external sources (consultants, workshops, e-learning, books…) and the management.
DayAct iCoaching, however, is based on the innovative Inside-Out approach, which enables every employee to develop behavioral characteristics of coaching through a self-coaching process. In practice, this means that all the employees start and finish their training in the same way, but experience it individually. They strive to complete the program as their performance also reflects on the colleagues’ opinion on them. The Inside-Out approach directly influences their awareness, decision making, self-control and consequently work habits.
The Inside-Out approach to coaching culture is similar to the development of running culture in a company. Imagine that all your employees are attending a marathon. The only thing necessary for success is for everyone to reach the finish line. The time and placement are of no importance. The employees will be connected by their participation in the marathon as it makes each of them face their own selves and challenges in trying to pull through. Each employee who reaches the finish line becomes part of the community of those who managed to outdo their own selves. The success of the individual creates team loyalty and develops running culture in the company.
In a nutshell:
The Outside-In approach concentrates on the transfer of knowledge and process management. The Inside-Out approach is focused on developing behavioral traits of coaching. Your employees are given a free hand in terms of what they decide to do in the process, but are all bound by the same results. The creation of coaching culture in a company should not be a management project, but a mission of all the employees.
- 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.