Content: coaching culture, executive coaching culture, business coaching culture, cultural change model, behavior and coaching, coaching culture, management coaching, leadership coaching, change program,
coaching in the workplace, business coaching, executive coaching, cultural change model, executive coaching, business coaching, coaching and culture, coaching culture, executive coaching, business coaching, behavior and coaching, coaching culture, management coaching, leadership coaching, change program, cultural change model, executive coaching, business coaching, coaching and culture, cultural change model, coaching, business coaching, executive coaching, business coaching culture, 

 

           

                  

 

       Certified Master Coach - Some Introductory Notes: 
     
Establishing a Coaching Culture
          -The need for behavior-based coaching methodologies to establish a coaching culture in the workplace ©

           (includes extracts from new text book 'Behavioral Coaching' by Zeus and Skiffington -published and copyrighted by McGraw-Hill, New York)

Fundamentally, a coaching culture is an organizational development model that provides the structure that defines how the organization's members can best interact with their working environment and how the best results are obtained and measured. Organizational culture provides the stability and protocol for all interaction within the group. It serves as a mechanism that defines the acceptable parameters of behavior (what we do or say) and constraining activities to those that reinforce the espoused values of the organization. 

 

Introducing coaching competencies into an organization is a very powerful strategy to create an adaptive workplace culture committed to the ongoing process of development and learning. Companies that have developed a coaching culture report significantly reduced staff turnover, increased productivity, greater happiness and satisfaction at work.

Structure, behavior and culture work together to create the organization.
An ethnographic view of a successful coaching culture reveals how the model maximizes the resources of the organization, realigns relationships, and drives a focus on long-term strategy. A coaching culture is characterized by a strong corporate identity and organizational commitment. All employees understand the goals of the organization, and the personal contributions necessary to achieve them. So, what is the best type of coaching to employ to successfully build and maintain a coaching culture?

Establishing a coaching culture requires a behavior-based coaching approach.
Organizational values play an important role in developing a foundation for a coaching-oriented culture. Yet, the concept of a coaching culture is also a representation of organizational attitudes, and beliefs. It is an organizational development model that effectively manages the complex socio-technical systems inherent in the organization. Today, implementing a successful coaching culture is the result of coaching systems that are able to change behavior as well as processes.

A coaching culture needs the disciplines of building a shared vision, learning and a desire for personal mastery to realize its potential. Building a shared vision fosters commitment to the long-term. Openness is required by all to unearth shortcomings in present ways. Team learning develops the skills of groups of people to look for the larger picture that lies beyond individual perspectives. And personal mastery fosters the personal motivation to continually learn how our actions affect our world.

The subtlest aspect of a coaching culture --is the new way individuals perceive themselves and their world.
At the heart of a coaching culture is a shift of mind --from seeing ourselves as separate from the world to connected to the world, from seeing problems as caused by someone or something "out there" to seeing how our own actions create the problems we experience. An organization with a coaching culture is a place where people are continually discovering how they create their reality. And how they can change it.

According to Fortune magazine, "the most successful corporation ... will be something called a learning organization, a consummately adaptive enterprise." [emphasis added] But Senge argues that increasing adaptiveness is only the first stage in moving toward learning organizations. The impulse to learn goes deeper than desires to respond and adapt more effectively to environmental change. The impulse to learn, at its heart, is an impulse to be generative, to expand our capability. This is why today's leading corporations who have a coaching culture focus on generative learning, which is about creating, as well as adaptive learning, which is about coping.

A Coaching culture requires a new approach and new way of learning.
Generative learning, unlike adaptive learning, requires new ways of looking at the world. Generative learning requires seeing the systems that control events. When we fail to grasp the systemic source of problems, we are left to "push on" symptoms rather than eliminate underlying causes. Without systemic thinking, the best we can ever do is adaptive learning. Behavior-based coaching is the 21st century organizational tool that allows employees to successfully integrate their new way of thinking and learning into the workplace.

Leadership development programs need to focus on both emotional and intellectual learning.
Within a coaching culture top management provide the basis of the system, while the line-managers and supervisors drive the system. All members must commit to culture management and organizational learning, using a shared value of and understanding of coaching. All members are involved in the continuous process of ongoing generative learning and personal and professional change (coaching), and realize it is not a short-term strategy. 

Aligning Management Behavior with the Organization's Business Objectives.
It is axiomatic that senior management's individual and team behavior creates and shapes an organization's culture. Senior executives, individually and collectively as a team, exhibit management behavior that is modelled by subordinates. Over time, executives recreate the organization in their own and the team's image. Consequently, it is imperative that senior management's behavior is in alignment with the organization's business objectives and reflects the desired culture. It is also important that top management be role models for new behaviors. They must walk their talk.

Effective Behavioral Change creates sustainable behaviors that reinforce business vision, strategies and tactics.
The main success factor to personal or collective organizational change, small or big, the introduction of a new initiative, new business or process or the creation of new structures or teams, is the effective long-term change of people’s behaviors. However, organisations are good at performance parameters, identifying core values or desired qualities of their people but very often have difficulty in translating those into specific day to day behaviors.

Only behavioral change is real change.
Mastering behavioral change in an organizational environment becomes the key to establishing a coaching culture. A behavioral focus is needed to fundamentally improve the way the organization works, from senior management to team leaders, from sales teams and to individuals.

Behavioral trained coaches are trained how to create the conditions of sustainable change in mindset and behaviors

A Behavior-based coaching approach is critical in establishing a coaching culture by: 

  • Removing certain behaviors, habits or attitudes that are limiting personal or organizational potential
  • Actively promoting certain existing or non-existent behaviors, habits or attitudes that work to improve success  
  • Increasing the chances of successfully implementing ongoing changes to the company, whether in the context of a new business process such as a Customer Relationship Management (CRM) a similar enterprise-wide initiative, or a reengineering or reorganizing of a sector or division of the company
  • Reducing the learning curve and time for roll out for any new system or process thus improving return on investment dramatically
  • Taking staff buy-in beyond rational understanding towards an emotional and sustainable behavioral change which will produce more efficient outcomes and will generate more satisfied employees

The key to success of any coaching cultural initiative is the selection of the appropriate behavioral change models and best-practices to fit an organization's specific needs. The Institute's fast-tracked Certified Master Coach Course (Self-Study, Campus and Distance Learning Format) meets the critical needs for professionals engaged in change initiatives and leadership development to be trained and mentored in the steps to creating a successful coaching culture and in use of a range of validated, reliable behavior-based coaching models, tools and techniques. Read More >.... 

©  Behavioral Coaching Institute ..

  

 

                                                             Home | Institute's Faculty | Master Coach -Course Content | Registration of Interest  Form 
                                                Coaching Techniques, Coaching Models and Tools 

Content: coaching culture, executive coaching, business coaching, behavior and coaching, coaching culture, management coaching, leadership coaching, change program, cultural change model, executive coaching, business coaching, coaching and culture, cultural change model, coaching, business coaching, executive coaching, business coaching culture, coaching culture, executive coaching culture, business coaching culture, cultural change model, behavior and coaching, coaching culture, management coaching, leadership coaching, change program, coaching in the workplace, business coaching, executive coaching, cultural change model, executive coaching, business coaching, coaching and culture,