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.

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