There is a direct correlation between how an organisation embraces coaching and the success it has in the organisation. Might be an obvious thing to say but we need to examine what that ‘embracing’ really looks like. And what it needs to be for internal coaching stand a change of being successful. In the first blog in this series of three we identified 4 themes as to why leaders do not coach regularly, or at all in their organisations. The first two being ‘reasons to excuses’ and perceptions. In examining this third theme, we go deeper and more systemic in our explorations.
For me there are 6 supporting conditions, or elements that need to be in place from and with an organisation, if internal coaching is to be successful. This is where so many organisations get it wrong in relation to setting up internal coaching.
Six areas people get wrong when setting up their coaching
Strategy
Internal coaching needs to have a strategy around it to set out it’s stall. To give it purpose and prominence. To show the value and interwovenness within the organisation and its people. Strategies lead to plans, objectives and a focus. If this is not possible then it has to be a key part of the HR or People strategy. The bigger the role you want coaching to play, the more it should have it’s own strategy
Embedding
The role and place of coaching, initiated via its strategy, should be woven into the organisational fabric. Built into organisation policy, practice and people related processes. Intertwining coaching processes with organisational ones. In this way it starts to become part of the organisational language and DNA. For employee, performance, development, support, initiatives there is a direct link and reference to coaching. In this way internal coaching is not seen as an add on, but is fully recognised and supported by the organisation. Continually seeking and utilising feedback perpetuating growth.
Support
Not only proper training for coaches (covered in the next blog), but organisational messaging, coaching role modelling by senior leaders, awareness raising for potential coachees. Organisational promotion of coaching as an organisational language and methodology.
Integration
Where there are organisational projects or initiatives put in place, coaching should have an active role. Performance management, change, graduates, apprentices, talent or restructure are all excellent opportunities to build coaching into the business.
Measuring and accountabilities
Rarely is coaching undertaken by leaders or internal coaches is measured. Peter Druck is reputed to have said – ‘what isn’t measured, can’t be managed or improved’. Building in competencies, values, performance objectives to develop accountability and ownership. Firmly established within leadership and role profiles.
Communication
Sharing and celebrating coaching’s success in the organisation. Highlighting how it is helping the organisation. Profiling internal coaches to the business, Sharing where and how coaching can support individuals, teams and the business as a whole
Coaching cultural change
Training up a bunch of internal coaches won’t change the organisational coaching culture. Only by bringing to life the 6 elements will values, thinking, behaviours, norms and practices shift sufficiently to bring change. Most organisations never achieve this sadly. But it is possible with the right plans and support…
Winging it won’t work!
I can fully understand the want to have coaching working in our organisation, the promise of what it can deliver is addictive. However well intentioned, simply training up a number of internal coaches, or building in coaching to a leadership programme won’t deliver your desired outcomes. Not in a month of Sunday’s. Look at anything in your organisation that is new and has become established. It has taken thought, planning, investment (time, resources, structure, money and people) to achieve. So, take a step back, think about what you want to achieve for your organisation and start to shape both what it needs to look like and what needs to happen to get to first base…
What can Abintus do for you..?
- We can help diagnose your organisation’s readiness for coaching, as well as audit your current offerings around coaching to help take them to the next level.
- Abintus can train your coaches to an exceptional standard, building in your localised needs and challenges. Ensuring your coaching content makes a difference to coaches and the organisation
- We can provide coaching CPD and supervision to your coaches. Offering support and a safe place for your coaches to discuss their coaching and experiences.
- We can ‘coach your coaches’ to enhance their confidence and competence in their coaching activities.
- Check out our coaching support and CPD activities we can offer you here.
Nick Howell is a qualified coach, supervisor, facilitator and assessor. Working with organisations across all sectors. He is also the author of best selling book, ‘Great Coaching Questions’.