Hi. I am interested in examples of good practice from organisations who have done some work on developing a coaching culture. If anyone would be open to sharing what they have done, I'd be really happy to hear from you. Thanks.

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Hi Simon, I'd be happy to share our work on developing a coaching culture. We've developed a good practice presentation on creating and structuring a coaching culture around the 70/20/10 model. I hope this will be of use. Let's get some time in the diary and I'd be happy to share. If anyone else is interested as well, please get in contact.

Dear Felix,

Thanks for the offer. i am interested to know more about your approach and successes.

regards

Alok

Hi Alok, I'd be happy to share. Please send me your contact details and we'll arrange a chat.

Hi Felix, I'd be very interested in hearing about your approach too. We are looking into doing the same .

Cheers,

Vanessa

Hi Vanessa, I'd be happy to share. Please send me your contact details and we'll arrange a chat.

Hi Felix,

I also want to know more the process you have followed to implement a Coaching Culture in an organization.

Best Regards,

Luis

Hi Felix, I'd be interested to see the work you've done on this if you're willing to share?

We're committed to move towards a coaching culture among managers here at my NHS trust. The practical underpinnings of this are the abandonment of formal performance appraisal and its replacement with quarterly Progress Discussions between manager and team member - and the introduction of a talent approach that underscores the notion that every member of the trust represents talent to the organisation but that they will want to grow and progress in a number of different ways, from moving into management to developing a clinical specialism. Clearly, coaching underpins both of these changes. To support this, I am drip feeding reading material to managers across the trust that underscore the importance of coaching to helping staff to do what they do better; this will culminate with every appraising manager receiving a copy of the HBR Guide to Coaching Employees. There are also two learning programmes: a psychologically-oriented event that looks at Supportive Management & Leadership Behaviours; and a Coaching for Managers programme, which will hinge on two key concepts - the idea of Situational Leadership (critical to support managers to understand how their approach may need to adapt and vary with different staff in different circumstances) and - somewhat predictably - the GROW model. Whatever you glean from this information gathering exercise, Simon, I'd be intrigued to hear about!

Fascinating response Mark, thank you.

It's useful to know what other organisations are doing to approach this challenge, and I'll be discussing this with colleagues in the coming weeks.

I'd be happy to share thoughts with you on how we propose to take this forward in my organisation.

Coaching has turned into a complex and multi-layered affair with a plethora of models and approaches - We are in danger of disconnecting the purpose from the process - The main issues I see are managers wrestling with tools they don't have the necessary self awareness to apply in an appropriate manner - A reflective approach to performance should start with an openness to our personal vulnerabilities and awareness of our place within the phenomenological field. In addition there is a tendency to cling to the answers rather than look to the next question - Reality is an inter-subjective flux, meaning is created and recreated on a moment to moment basis rather the solid slowly moving construct most of us believe it to be - It might be useful to reflect with curiosity on some of this if we truly want to get a handle on maximising performance in the workplace.

Thanks Paul - interesting points, which I'll be thinking about further over the coming weeks.

Hi Simon,  we are in the process of building a series of e-learning modules based on a combination of Coaching skills and visible leadership competencies in a safety context to improve the safety culture of an organisation involved in high risk activities in the field of oil, gas and chemical processes and delivery.  The e-learning is video rich and highly interactive with post module exercises and further support in the practice of Coaching, therefore a blended approach to learning.  We would be more than happy to share our experience by initially contacting me by E-Mail on james.thieme@linde-le.com

Cheers, James

  

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