Training Magazine Middle East December 2014 | Page 42

Coaching

implementing A

BY CHRIS JONES

“Coaching is the art of facilitating the performance, learning and development of another.” Myles Downey, the author of ‘Effective Coaching’ encompasses very well, the developmental process that an individual takes when coaching another person.

Coaching is a tool that has now become part of the key components of any toolkit for learning and development, organizational development and talent management professionals. The term “coaching culture” takes this one step further, and implies taking what was previously seen as a tool or a process, and makes it part of the fabric of an organization.

A number of world class organizations have implemented a coaching culture into their businesses, in order to take their most valuable assets – their people, a step further in their personal development, and as a cumulative effect, raise the capability, potential and productivity within their workforce.

But can any organization introduce coaching and create this culture? I am going to use one of the most fundamental coaching models of GROW to illustrate the pre-requisites to focus upon, before considering introducing coaching as a culture change tool into your businesses.

G – Goals

In order to ensure an organizational benefit from coaching, a level of congruence has to exist between the goals of an individual with their department, their division and the company as a whole. Everyone moving in the same direction indicates a strong level of communication (formal and informal), cross-functional collaboration, teamwork and leadership from the top down.

• Are you aware of your organization’s 2014-15 annual plan and targets?

• Is your team aware of this?

• Do they know where their role sits in the picture of the business this year?

• Do you work with your colleagues in other departments on projects?

• Have you received any communication from any of your leaders in the last month on how the business goals are progressing?

After reviewing this list of questions, do you believe the processes, communication channels and existing organizational culture is ready for the introduction of coaching?

R – Reality

Realities can be harsh! If you are commencing on a developmental path, you need to be fully aware of the starting point where you currently reside. This is true from the top organizational level all of the way down to an individual level. What is required for realities to be truly understood and shared is a strong level of trust within a business.

• Do you trust your line manager?

• Do you trust your CEO?

• Is their transparency in the communication within your business?

• Are you honest with yourself about your own level of capability?

Again, really review these questions, and consider whether the trust and transparency is already in place within your organization to enable a smoother transition towards a coaching environment.

O – Options

When a development need is identified in your business, is the solution always to attend a formal training programme? Has true 70:20:10 learning distribution been introduced in your business? When a coaching culture is being embedded within a business, you want options to include a broad spectrum of solutions that an individual,

42 | TRAINING MAGAZINE MIDDLE EAST NOV 2014

coaching culture