Services › Coaching › Developing a Coaching Culture

For many organisations it is crucial that any development is owned and reinforced by their own line managers.

Developing a coaching culture is more than just introducing a new skill for managers (although that is usually an important element). It often represents a transformation in management style, moving from an environment where managers are expected to be experts, who advise and tell their teams what to do, using a style that could be described as 'parent-child'... to one where managers let people know the direction of the company, then allow them to come up with the way to achieve the objectives, they ask questions, drawing out the intelligence of their people, a style which could be called 'adult-adult'.

This change takes new skills and a new mind-set in the managers. It will no doubt involve a change of management routines and ways of working. The change must be supported right from the top to work well. And it may take time to bed in. It is all too easy to revert to the old ways when the pressure to produce results is at its heaviest.

These are the typical stages of the programme:

  • Plan the programme and gain buy-in for the change in culture and management style
  • Train your managers in basic coaching skills
  • Support them through monthly coaching/supervision sessions as they start to implement coaching
  • Introduce more advanced coaching skills as they gain confidence and experience
  • Support your management team in establishing a coaching culture

We often recommend that in the early stages of the programme we carry out a 360 degree feedback exercise for your managers.

Click here to find out the kind of issues your managers will be able to address through coaching.

What our clients say...

The coaching I have received has helped me immensely. It hasn't been about 'cosy chats' but has challenged in a number of areas, for example, by practicing difficult situations in a safe environment or really testing my response to different scenarios. Through this I have really been able to focus on areas needing development but it has also improved awareness of my key strengths. I now have what I see as a 'toolkit' of skills or techniques which I have tested and can call upon in different situations to maximise my influence and impact.

Senior Manager - Major Energy company

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