How to Coach Yourself and Others How To Perform On The Job Coaching

STEP NINE Explore how a coaching approach can be used by staff at all levels with key stakeholders Some companies using coaching skills to engage their customers, such as British Airways coaching passengers on using self-check-in terminals, or a large auditing firm using coaching to work with their key executives in their trainee companies. The public sector, meanwhile, has used coaching skills to form more effective partnership working across agencies. Senior executives use coaching skills to engage their investor community when they reveal their annual and half-yearly reports. STEP TEN Regularly review external and internal providers, and assess where the organisation is on its coaching culture journey Has the strategy produced the required shift in culture and helped the organisation achieve its goals? This review needs to involve senior executives, HR leaders, and representatives from internal and external coaching teams, and may require a facilitator. Conclusion Many business authors, such as David Clutterbuck and David Megginson, Alison Hardingham and Janice Caplan have attempted to define a coaching culture. While these definitions can usefully point to areas that the organisation may wish to address, the dangers with all these definitions is that they either end up as a generic list of good managerial practice or they predetermine a generic 'end-state'. Each journey needs to be uniquely defined for each organisation travelling down this road. These 10 steps can help an organisation use coaching for far larger gains than just personal development. A coaching culture approach can deliver team and organisational learning, aid effective cultural change, increase the engagement of staff and stakeholders in the enterprise of the organisation and support the delivery of the core strategy. The journey has many benefits for those companies who follow it through to the end, including embedding coaching in a way that will survive cost cuts and major staff changes. Source: Peter Hawkins was joint founder and now chairman of Bath Consultancy Group, where he is also director of coaching strategy and supervision. He has worked with many international organisations co-designing and facilitating strategy reviews as well as major change and organisational transformation projects. He is the co-author with Nick Smith of Coaching, Mentoring and Organizational Consultancy: Supervision and Development (McGraw-Hill/Open University Press 2006). For more information: www.bathconsultancygroup.com 18

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