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How to Create a Coaching Culture
Executive coaches Jones and Gorell present core lessons to transition from an organization that uses coaching skills to one that truly creates a coaching culture -- a culture that delivers change and improved business performance. They do not just teach managers how to coach but offer an all-encompassing approach to examining the behavior of the manager and the team member from entry into the organization and throughout the life cycle. A combination of practical tools, assessments, scenarios and case studies, including a framework for evaluating benefits and measuring ROI will equip managers to take action.
264 pages, Paperback
First published January 1, 2014
3 people are currently reading
17 people want to read
About the author
Gillian Jones
23 books4 followersLibrarian Note: There is more than one author in the Goodreads database with this name.
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Displaying 1 - 3 of 3 reviews
December 21, 2018
This is a good introduction to coaching and to what a coaching culture may look like. Although it is entitled a practical introduction, that part of the book was a little underdone - and that is perhaps because culture is by definition all about your organisation and how you can develop it is not going to be the same as how another organisation can.
The authors have spent time working with organisations to build a coaching culture, and so most of the book felt like it was their stories. For those who don't work in HR/OD or are new to the area, this may be quite useful and insightful.
Personally, there were no real takeaways for me. It wasn't a bad book, it may just mean that this book is a little too introductory for those who have worked in this field for a while.
Thanks to NetGalley and the Publisher for providing me with an advanced reader copy in exchange for an honest review.
The authors have spent time working with organisations to build a coaching culture, and so most of the book felt like it was their stories. For those who don't work in HR/OD or are new to the area, this may be quite useful and insightful.
Personally, there were no real takeaways for me. It wasn't a bad book, it may just mean that this book is a little too introductory for those who have worked in this field for a while.
Thanks to NetGalley and the Publisher for providing me with an advanced reader copy in exchange for an honest review.
August 10, 2018
A very interesting and useful books, full of examples and tool. I'm starting to work on the coaching of people and I found a lot of information that can help me to improve the way I work.
Recommended!
Many thanks to Kogan Page and Netgalley for this ARC
Recommended!
Many thanks to Kogan Page and Netgalley for this ARC
October 18, 2018
I confess - I am not an HR professional, but I have been taking courses in leadership & management all year so was very interested in this topic. I thought that this book would be a quick read -- I was quite wrong!
The authors have provided an incredibly detailed, thoughtful, comprehensive and well structured discussion around culture, coaching at different levels, employee life-cycle and change management.
The basic premise here is that people have the ability to solve most of their own problems, and given the support or empowerment, will do so. "[A]utonomy, mastery and purpose, and these factors are the foundation blocks of empowerment and so too of engagement."
Employee engagement is critical for high performance -- engaged, fulfilled employees do better work, take initiative and work harder. Key factors of disengagement include. "1. Not feeling respected. 2 Not respecting their manager. 3 Not feeling valued. 4 Having their ideas discounted. 5 Goals and expectations unclear. 6 Organizational values not being lived. 7 Manager not encouraging team work/collaboration. 8 Personal expression not valued. 9 Lack of empowerment. 10 No useful or constructive feedback."
Coaching culture helps people feel engaged, connected, respected and gain the confidence they need to make things happen via discussions with a coach, vis a vis a model identified as GROW (Goal Reality Options Will) early in the book.
Unfortunately, in many organizations, coaching is seen as a privilege and training is seen as the only form of development. Training, however, is transactional while coaching is ongoing development that happens over time. Many managers don't have "time" to devote to managing their employees and "chicken out" of the actual coaching tasks, resulting in a lot of organizations that talk the talk, but don't walk the walk.
"Every phone conversation, meeting, written report, process followed provides an opportunity for coaching, and when this mindset is achieved, then employees welcome the opportunity to have short discussions with their manager about what they are doing that is right and what could be done differently."
The authors point out that "culture" has only been in use in organizational behavior discussions the last 20 years or so, and they define it as: "the deeper level of basic assumptions and beliefs that are shared by members of an organization, that operate unconsciously, and that define in a basic ‘taken for granted’ fashion an organization’s view of itself and its environment."
When vision is cloudy and employees don't connect the work they are doing with the mission, goals and values of the company -- this is a good opportunity for making a change by clearly articulating values, strategy and vision and linking that to all the roles in your company. Don't use coaching as a way of "fixing" problem employees: "Creating a climate for coaching works better when you are looking to inspire high performance rather than mitigate poor performance."
The book walks through how to create a business case for a coaching culture -- including identifying sub-groups or teams where it is most likely to succeed (ie, they are using some coaching practices already). A 100-day plan is outlined as an example for implementing steps toward building a coaching culture.
Each chapter includes lists of thoughtful questions to guide change managers in developing their own map of the organization and plan for requirements for their constituents. There's a solid discussion on the difference between finding internal coaches and external coaches at the executive level, and how to manage the needs of the organization against the needs of the individual in the coaching process.
My chief take-away from the book is an outline of the process that the book describes:
"Ten stages of a coaching culture
Learn
1. Understand organization
2. Link to organizational objectives and strategy
Assess current reality
Validate the need for change
Define
3. Identify vision and purpose
4. Gain management support
Define a destination goal for culture
Focus on win-win
Create
5. Isolate where to engage first
6. Create measurements
Identify low-risk area to experiment
Clarify what success means
Identify how ROI will be measured
Experiment
7. Introduce pilot
8. Evaluate results and publish–Visual Wall
Identify learning and insights
Decide how you will act on the learning and insights
Learn
9. Introduce the next phase
10. Maintain momentum health check
Celebrate small wins
Implement actions from insights
Iterate and improve "
You need this book! The lists of questions and tools provide amazing basis for developing your own organization. Highly recommend this for anyone interested in the subject of organizational change, coaching and leadership.
The authors have provided an incredibly detailed, thoughtful, comprehensive and well structured discussion around culture, coaching at different levels, employee life-cycle and change management.
The basic premise here is that people have the ability to solve most of their own problems, and given the support or empowerment, will do so. "[A]utonomy, mastery and purpose, and these factors are the foundation blocks of empowerment and so too of engagement."
Employee engagement is critical for high performance -- engaged, fulfilled employees do better work, take initiative and work harder. Key factors of disengagement include. "1. Not feeling respected. 2 Not respecting their manager. 3 Not feeling valued. 4 Having their ideas discounted. 5 Goals and expectations unclear. 6 Organizational values not being lived. 7 Manager not encouraging team work/collaboration. 8 Personal expression not valued. 9 Lack of empowerment. 10 No useful or constructive feedback."
Coaching culture helps people feel engaged, connected, respected and gain the confidence they need to make things happen via discussions with a coach, vis a vis a model identified as GROW (Goal Reality Options Will) early in the book.
Unfortunately, in many organizations, coaching is seen as a privilege and training is seen as the only form of development. Training, however, is transactional while coaching is ongoing development that happens over time. Many managers don't have "time" to devote to managing their employees and "chicken out" of the actual coaching tasks, resulting in a lot of organizations that talk the talk, but don't walk the walk.
"Every phone conversation, meeting, written report, process followed provides an opportunity for coaching, and when this mindset is achieved, then employees welcome the opportunity to have short discussions with their manager about what they are doing that is right and what could be done differently."
The authors point out that "culture" has only been in use in organizational behavior discussions the last 20 years or so, and they define it as: "the deeper level of basic assumptions and beliefs that are shared by members of an organization, that operate unconsciously, and that define in a basic ‘taken for granted’ fashion an organization’s view of itself and its environment."
When vision is cloudy and employees don't connect the work they are doing with the mission, goals and values of the company -- this is a good opportunity for making a change by clearly articulating values, strategy and vision and linking that to all the roles in your company. Don't use coaching as a way of "fixing" problem employees: "Creating a climate for coaching works better when you are looking to inspire high performance rather than mitigate poor performance."
The book walks through how to create a business case for a coaching culture -- including identifying sub-groups or teams where it is most likely to succeed (ie, they are using some coaching practices already). A 100-day plan is outlined as an example for implementing steps toward building a coaching culture.
Each chapter includes lists of thoughtful questions to guide change managers in developing their own map of the organization and plan for requirements for their constituents. There's a solid discussion on the difference between finding internal coaches and external coaches at the executive level, and how to manage the needs of the organization against the needs of the individual in the coaching process.
My chief take-away from the book is an outline of the process that the book describes:
"Ten stages of a coaching culture
Learn
1. Understand organization
2. Link to organizational objectives and strategy
Assess current reality
Validate the need for change
Define
3. Identify vision and purpose
4. Gain management support
Define a destination goal for culture
Focus on win-win
Create
5. Isolate where to engage first
6. Create measurements
Identify low-risk area to experiment
Clarify what success means
Identify how ROI will be measured
Experiment
7. Introduce pilot
8. Evaluate results and publish–Visual Wall
Identify learning and insights
Decide how you will act on the learning and insights
Learn
9. Introduce the next phase
10. Maintain momentum health check
Celebrate small wins
Implement actions from insights
Iterate and improve "
You need this book! The lists of questions and tools provide amazing basis for developing your own organization. Highly recommend this for anyone interested in the subject of organizational change, coaching and leadership.
Displaying 1 - 3 of 3 reviews