Rather than focusing on whether organizations should use coaching, this study
examined the specific ways in which today’s companies and leaders establish
and support strong coaching cultures.
By leveraging our HCI partnership, we were able to gather extensive survey
feedback from more than 500 individuals currently working within the HR and
L&D functions of their organizations. The research also included an extensive
review of existing literature on organizational coaching cultures and a series of
in-depth interviews with subject-matter experts.
While it is not uncommon to hear anecdotal references to organizations with
“strong coaching cultures,” a primary goal of this research was to identify up to six
distinguishing criteria for classifying strong coaching cultures.
To determine the components of a successful coaching culture, ICF and HCI
created a composite index highlighting the critical success factors necessary to
develop an environment of effective coaching.
An organization was classified as having a strong coaching culture by earning a
score of five or six on this composite index. Points were generated for each of
the following:
• Strongly agree/agree that their organization has a strong
coaching culture.
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• Strongly agree/agree that employees value coaching.
Coaching at Work
• Strongly agree/agree that senior executives value coaching.
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• Coaching is a fixture in the organization with a dedicated line item in
the budget.
Forward Metrics
• Managers/leaders and/or internal coach practitioners spend above-average
time on weekly coaching activities. (“Above-average” was defined as greater
than 19 percent for managers/leaders and greater than 17 percent for
internal coach practitioners.)
• Managers/leaders and/or internal coach practitioners received accredited
coach training.
HumanGrid
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MOO
Nationwide
Pan
Although many organizations realize the value of coaching, only 13 percent
of the organizations included in Building a Coaching Culture were classified as
having a strong coaching culture. These organizations reported significantly
more “highly engaged” employees (65 percent) when compared to all other
organizations (52 percent). Furthermore, when compared to all other
organizations (41 percent), those companies with strong coaching cultures were
significantly more likely (60 percent) to report above-average 2013 revenue
relative to their industry sector.
Soffront
Building a Coaching Culture is designed as a resource for organizations and
coach practitioners that want to achieve these outstanding results, with insights
into designing a strong coaching culture, finding coach practitioners, training
coach practitioners and managers/leaders using coaching skills, and executing
and evaluating coaching programs.
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To obtain the final report for Building a Coaching Culture and learn more
about this first-of-its-kind research study, visit Coachfederation.org/
coachingculture.
Coaching World 15