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How to build a coaching culture

Coaching culture. Maybe it's the buzz in your company, like it is in many others. Do you have it? Are you figuring it out? Are you building it?

You've probably heard company culture defined as "the way we do things around here." More specifically, the culture of an organization includes shared habits, values, assumptions, language and behaviors that are considered to be valid.

They're formally and informally taught to members of the organization. When people describe a coaching culture, you'll hear assumptions and values like a commitment to feedback, candor, and encouragement; an intent to develop employees and increase their engagement and accountability; and an expectation of continuous feedback and open communication.

A coaching culture doesn't suddenly appear. In each organization there are beliefs, policies and practices that drive culture and, in turn, support - or undermine - company initiatives like coaching. An organization whose leaders want coaching conversations to be "the way we do things around here" needs to build a foundation through communication patterns, beliefs, policies, and practices.

What are the beliefs in your organization that would support a coaching initiative? You might identify examples like these:

• Professional development of staff helps the company accomplish its goals.

• Honest feedback is vital for employee development.

• Employees are capable of solving problems.

• Continual learning is important.

Think about policies and practices that support coaching and you'll probably come up with examples like these:

• Managers and employees follow a performance management cycle.

• Employees complete yearly development plans.

• Managers hold career discussions with employees twice a year.

• Regular talent reviews take place.

Key steps

To build a coaching culture on a foundation of supportive beliefs and practices, consider these key steps.

1. Link coaching objectives to business goals.

As for any talent initiative, aligning you coaching objectives with the company's business goals strengthens your message, increases your ability to implement action plans, and integrates coaching more deeply into your organization.

2. Get leader support

A study completed by the International Coaching Federation (ICF) and Human Capital Institute found that in organizations with strong coaching cultures, executives and employees value coaching and time and budget are devoted to coaching. There are many ways to cultivate support for coaching. Invest in coaches for senior leaders so that they see the benefits of having a coach. Hold senior leaders accountable for modeling coaching behaviors with their own staff. Train internal coaches and provide training in coaching skills for all leaders - listening, giving feedback, asking powerful questions, having coaching conversations.

3. Identify, recognize and reward coaching behaviors

Promote coaching competency development, and use formal and informal recognition programs to reward coaching successes. Recognize managers for developing and promoting their employees.

4. Align coaching with all talent initiatives

Your coaching initiative should link to and support all your talent systems: performance management, leadership development, employee development, succession management and on-boarding.

Like any building project, a coaching culture takes an investment of time and resources. Start with the foundation of supportive beliefs, practices, and policies, generate leadership enthusiasm and accountability, and work to create alignment. With time, coaching will be "the way we do things."

• Lisa Pook is the director of organizational development at MRA - The Management Association. Follow MRA on LinkedIn: MRAonLinkedIn, Facebook: facebook.com/MRAmeansHR, or Twitter: @MRA_HR_Pros.

Cape Town, South Africa

Is your company ready?

• A robust performance management system

• Policies that support employee development

• Skills and willingness to have courageous conversations

• Clear business plans and goals

• Senior leadership that models support for employee development

• Open, honest communication

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