Creating a coaching culture

Coaching culture is becoming a hot topic in many organisations in Australian and abroad. Natalie Ashdown explains the concept of ‘Coaching culture’ and provides the key tips for implementing a coaching culture into the workplace.

There are a number of leaders in Australia who are inspiring and transforming their organisations using coaching methodology. These leaders are embarking on the journey to implement coaching into their organisations and creating a culture where coaching is normal, accepted and the preferred way to have conversations.

That word ‘preferred’ is an important one. When it is a person’s preference to use coaching skills – that is, to ask questions rather than give solutions; to hold back and listen; and to coach and grow people rather than simply making them follow instructions – that’s when we see a coaching culture develop.

Whether you are an internal coach within your workplace or an external coach acting as a service provider, you can play an integral part in moving an organisation towards implementing a coaching culture. It’s a journey, not a quick fix and can easily take 12 – 18 months to get approval and equip enough people with coaching skills to see a change in culture.

What is Coaching Culture?

Coaching culture is typically “the way we do things around here”. A coaching culture is where “the majority of people in the organisation are using coaching techniques and principles – including strong listening and questioning skills – to bring out the best in individuals and teams, and where this is the common way of engaging in conversations, as opposed to telling people what to do, giving advice or mentoring”.

Coaching is not the only technique or methodology used in the organisation and it is not the only methodology or management/leadership tool appropriate in all situations. However, with a normal functioning individual, team or organisation who has adopted a coaching culture, coaching principles and coaching tools are actively used.

Implementing a coaching culture

From my research and experience with some great Australian organisations and leaders, there are a number of key tips for introducing a coaching culture:

1. Engage the leaders in coaching, to achieve a clear mandate for coaching in the organisation;

2. Link coaching to business strategy and ensure it is included in leadership competency frameworks and development programs, as well as job descriptions and the career plans of individuals;

3. Develop a clear methodology or set of coaching tools and determine the language of coaching to be used in the organisation. Encourage the use of coaching language in everyday conversations throughout the organisation;

4. Rollout coaching programs in the organisation. This could be from a one-day introduction on ‘what is coaching?’ to a group of internal people becoming qualified and accredited by a coaching organisation or body;

5. Encourage both formal and informal coaching. Formal coaching includes things such as executive coaching assignments, performance reviews or feedback discussions. Informal coaching may be ‘water cooler conversations’ or ‘coffee catch-ups’;

6. Create visible signs of coaching in the workplace. For example, put up posters and provide mouse mats and screen savers promoting coaching concepts;

7. Implement and encourage coaching across hierarchical boundaries. For example, a person may coach their peers, team members and manager. In an effective coaching culture this is common and expected.

What does a coaching culture look like?

With a coaching culture implemented:

• The workplace looks, feels and sounds like a great place to work
• There is a positive solution-focused vibe
• People are encouraged and feel valued and supported
• People take time to work through challenges and celebrate results together
• Collaboration is a focus (rather than competition)
• People are doing jobs based on their strengths and what they enjoy doing.

Wondering whether this is possible? In my experience, the answer is yes. This type of culture is something that many organisations are working

towards and achieving, particularly as existing people leave the organisation and new people join.

Natalie Ashdown is an experienced coach, author and leader within the Australian coaching community. Her new book Bring Out Their Best, is a practical guide on introducing coaching culture into the workplace and features inspirational case studies from Australian organisations. www.opendoorcoaching.com.au