Curated by: Margaret Moore, aka Coach Meg
Director's Corner
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What do IOC thought leaders say about coaching cultures?
A coaching culture...
“a culture of truth and courage because a coaching mindset is necessary to ensure honest communications that avoid alienating and discouraging people.” (Riddle, 2018)
“when conversations expand thinking and doing capacity of each person.” (Riddle, 2015)
“prizes coaching values, including helping people come up with their own ideas to which they will be more committed, and helping people dig deeper and reflect more fully to reach better, long-lasting solutions.” (Riddle, 2010, p. 418)
when “everyone—not just select ‘high potentials’— overcome their own internal barriers to change and use errors and vulnerabilities as prime opportunities for personal and company growth.” (An Everyone Culture)
“when the enterprise seeks to make coaching a foundational element of everyday behavior and attitudes.” (Riddle, 2010, p. 416)
What are the benefits?
“Leaders with coaching skills and a coaching frame of reference can engage their people and each other, speaking the truth, and eliciting involvement from those around them.” (Riddle, 2018)
“Part of the power of coaching is that it gives a mechanism for leaders to balance toughness of mind with consideration for the emotional climate of those they lead. Coaching is mostly about getting to the truth, but what makes it powerful is its assumption that the recipients of uncomfortable truths can and will change. Coaching never misleads others about the consequences of their actions, choices, and relationships. Coaching is about discovering the whole truth, facing the tough issues, and creating a liberating space for improvement.” (Riddle, 2018)
What are the costs of not having coaching culture?
In the absence of a culture shaped by coaching mindsets and values, the truth often goes unspoken, change only happens when a crisis takes place, and courage is a rare quality. (Riddle, 2018)
“In most organizations, nearly everyone is doing a second job no one is paying them for—namely, covering their weaknesses, trying to look their best, and managing other people’s impressions of them. There may be no greater waste of a company’s resources. The ultimate cost: neither the organization nor its people are able to realize their full potential.” (An Everyone Culture)
How to build a coaching culture?
A coaching culture emerges from a coaching cascade, going all the way to building coaching into the execution of business plans (Riddle, IOC Presentation):
What can coaches do?
Read the research and books! In addition to Doug Riddle’s contributions in CCL books, Peter Hawkins wrote - Creating a Coaching Culture and inspires us to extend coaching conversations far and wide, even investor relations – imagine coaching conversations with current and future investors!
Call to action...
While a coaching culture, manifesting coaching fully, is a lot easier to talk about than to implement, coaches ought to lean in - teaching everyone how to have coaching conversations. This may be our biggest potential contribution to a sustainable world.
Margaret Moore, aka Coach Meg
Co-founder, Co-Director, Institute of Coaching
Featured Research
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This paper provides a review of the literature on coaching cultures. It offers a frame of reference for future research to build on existing knowledge and understanding in this field. The review included literature from industry and education perspectives. The key terms ‘coaching’ ‘coaching cultures’ and ‘coaching in organisations’ were used to search the following sources: PsycINFO Academic Search Complete and Business Source Complete. Additional texts were consulted and included to ensure a broad contextual basis for the discussion. The review is presented in five sections: definition of coaching cultures; the use of coaching to support organisational change; training staff within organisations to become internal coaches; coaching cultures in educational settings; and ways of creating coaching cultures. A review of current literature suggested that the creation of coaching cultures in organisations required the following: promotion through the organisation and targeted efforts by its senior leaders; coaching should be presented as an integrated part of the organisation or system; role modelling is essential and leaders should demonstrate strong personal commitment to the development of their own capabilities. Finally some directions for further research are proposed.
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Share /Download Doug Riddle's white paper for insights and tools that help cultivate a coaching culture.
Videos
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Share /As a scholar-practitioner, coach, and consultant, Michael Richard Cauley discovered a need for self and systems to develop congruently within person and organization. Without this congruence, employee development improves people skills whilst ignoring the impact of improved self on organizational systems. This results in developed leaders who lead underdeveloped systems
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Share /In recent years there’s been an explosion of research about the brain and body. But our knowledge of of this vast field – not to mention our ability to put it to use – is scant at best. As coaches, it’s critical that we understand the practical implications of the new research in neuroscience that points to the embodied roots of behavior. Help clients take practical steps toward better living and stronger leadership by turning this new research into applied practice. Learn how to build the social and emotional intelligence you – and your clients! – need to achieve greater satisfaction and success. What you will learn:...
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Share /Dealing with disruption is best served with coaching. Change is a constant in business today, but the quantity and pace of change that we are dealing with is unprecedented. Change matters, because it effects the culture, the people, and the organization's ability to succeed. But herein lies the challenge: There isn't a playbook or training program that addresses the complexity people are facing. Organizations need to shift their culture and the capabilities of their leaders and teams to adapt to a new reality. ...
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Share /In most organizations nearly everyone is doing a second job no one is paying them for—namely, covering their weaknesses, trying to look their best, and managing other people’s impressions of them. There may be no greater waste of an organization’s resources. The ultimate cost: neither the organization nor its people are able to realize their full potential. Deliberately Developmental Organizations (DDOs), by contrast, are organized around the simple but radical conviction that organizations will best prosper when they are more deeply aligned with people’s strongest motive, which is to grow. They are incubators of personal development. Those who can coach others to grow hold the most revered positions in these organizations. In this highly interactive webinar, we will discuss:...
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Share /Doug Riddle presents on "Building Integrated Coaching Systems, Part 2" at the Annual 2016 Coaching in Leadership and Healthcare Conference.
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Share /Matthew Miller presents on "Creating a Developmental Culture" at the Annual 2016 Coaching in Leadership and Healthcare Conference.
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Share /Doug Riddle presents on "Building Integrated Coaching Systems, Part 1" at the Annual 2016 Coaching in Leadership and Healthcare Conference.
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Share /2016 Conference Interview with Doug Riddle, as interviewed by Joan Ryan, Senior Leadership Coach and IOC Founding Fellow
Articles
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Share /Download Doug Riddle's white paper for insights and tools that help cultivate a coaching culture.
Books
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Share /Executive coaching is vital for developing talent in organizations today. Despite the recognized promise that executive coaching holds as a powerful means for leadership development, gaps remain in what we know about the science and practice of coaching....
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Share /Why do some companies have employees that love what they do, while other companies are full of uninspired and unengaged people? What are the ingredients that make a team productive, profitable and want to work together long-term?...
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Share /This book is named as the Best Management and Workplace Culture Book of 2016 by 800-C...