Animation Artist: Christina Kingma
Create a coaching culture in your organization
As a team leader, you can create a culture where:
Research shows that the direct reports of leaders who coach out-perform those leaders who do not coach.
We can help you to create an environment where your employees at all levels can achieve their full potential. Contact us to find out how.
In a recent study conducted in a large, progressive global pharmaceutical company, the set of competencies for leadership were compared with the competencies of a coach. The result? Seventy-five percent of the competencies were the same. To be an effective leader, you must be an effective coach.
Chartered Institute of Personnel and Development (CIPD)
Case 1: The manager of a large business unit at EMEA headquarters knew that the people development skills of his management team were weak. He and his three top layers of management attended our 'Coaching Program for Leaders', which was spread across 90 days and consisted of four modules. Two years later, the organization confirmed that the managers who participated were still using the peer support groups formed during the program in order to coach each other on leadership challenges. "Coaching conversations are going on all over the place!" We ran two additional programs for managers who joined the team later.
Case 2: The head of HR at a global organization was about to experience significant downsizing in one of their main regional markets. Having had significant experience with restructuring, she wanted to avoid another round where those losing their jobs spent more time 'playing victim' than managing their careers forward, outside of the organization. She offered our 'Coaching Program for Leaders' to the organization's top 70, and most chose to attend. Participating executives reported back that they were able to conduct more and higher quality coaching conversations with the people they needed to make redundant. They also greatly appreciated the opportunity to be coached (part of the process) as they planned their own career transitions. The program evaluations averaged 4.7 out of 5.0 on Value. This is one of several support initiatives that was offered to this business unit, which scored significantly higher in motivation compared to the other units undergoing restructuring.