Three Most Frequent Problems of Coaching Culture Implementation in Companies and How to Avoid Them
by Mitja Drenik
Company culture is created by company employees, their interactions and relationships. It is traditionally implemented in companies by means of the Waterfall (or Top-Down) approach, which consists of equipping managers with the knowledge on how to improve their employee management and consequently the relationships at company level.
However, this approach is connected with the following three problems:
1. The forgetting curve
Traditionally, coaching techniques and skills are taught to managers and department leaders. The effectiveness of that, however, is questionable. It has been proved that 70% of newly acquired knowledge is forgotten in the next 24 hours unless it starts being used immediately. With manager trainings lasting several months and taking place on a weekly basis, the knowledge loss can be even greater! In financial terms, investing $1000 into manager training today probably means that your investment will only be worth $300 tomorrow and $100 at the end of the month.
2. New environment – old work habits
If the behavioral traits of an individual remain unchanged, not much has been gained. Applying its new coaching skills, the management can improve the communication and relationships between the employees. The result will be a culture of attentiveness and politeness between the employees, but this will only give rise to workplace wellbeing and not better work results. The coaching culture of a company can not develop without changing the behavioral traits of the employees. Changing the work habits of your employees is a long process that takes place within every individual in a unique manner (Inside-Out vs. Outside-In).
3. Better results – low added value
Traditionally used to measure the effects of coaching culture, 360-degree questionnaires can show a 30% commitment and engagement rise, but this does not mean a 30% added value for the company. Why is this the case?
An improved environment gives rise to better relationships and a more positive work atmosphere. However, 360-degree questionnaires are anonymous and non-committal; the employees fill them out according to their mood. If they are in a good mood that particular moment, the answers to the questions will be more positive – including those related to their levels of commitment and engagement. If they are in a bad mood, the answers to all the questions will be biased toward the negative.
In short, such questionnaires only measure the opinion of the employees and reflect their current states of mood rather than the actual situation.
The Development of Coaching Culture according to the DayAct iCoaching Principle
DayAct iCoaching includes all the employees at the same time. Their training is based on the Inside-Out principle and is individually adapted to each and every one of them.
Let us have a look at three advantages of this approach:
1. Practice first
DayAct iCoaching focuses on developing behavioral traits of coaching in your employees. What does that mean in practice? Your employees are not taught coaching skills and techniques but simply carry out a practice that results in a transformation of their work habits. This practice is performed by means of self-reflection.
Self-reflection plays an important part in the development of one’s awareness and self-control, which results in greater self-discipline. In DayAct iCoaching, this self-reflection is based on the employees’ assessment of their past decisions. The method is standardized, but enables an individual approach to every employee. High levels of awareness and self-discipline result in greater engagement and consequently in higher productivity of your employees.
2. Use it or lose it
DayAct iCoaching takes into consideration the characteristics of the forgetting curve, relying on the following two principles::
This tool ensures that the training frequency is high and intense enough to have an effect upon an employee.
These are awarded according to the score shown by an employee’s Key Performance Indicators (KPIs). The Titles are a motivational tool as well as the aim that an employee must reach in order to successfully complete his or her DayAct iCoaching.
Chart 1. The effect of Trainings as short-term motivational tools
Chart 2. The effect of Titles as long-term motivational tools
3. Dynamic result metric: Key Performance Indicators
In DayAct iCoaching, coaching culture results are measured by Key Performance Indicators (KPIs). KPIs are not a tool for measuring the end results, but a mechanism that forms part of the training. Let us have a look at the difference between 360-degree questionnaires and the dynamic KPI metric:
|Key Performance Indicators (KPIs)||360-degree questionnaires|
|a dynamic tool||a static tool|
|used at employee level||used at department or company level|
|the employee can see his or her result||the employee does not see the end result|
|the employee can influence the end result||the employee can’t influence the end result|
|part of employee training||not part of employee training|
|used daily||used once a year|
|intended for coaching culture development||intended for management reports|
Key Performance Indicators are a coaching tool that forms part of the employee’s portfolio and shows his or her behavioral traits of coaching.
Every investment into employee development brings results. The question is, however, whether these are the ones that have been planned and required. Traditional coaching culture development results in a set of well-documented challenges (the forgetting curve, a new environment – old work habits, better results – low added value) that will arise in a matter of years, but are definitely avoidable by taking a different coaching route.