Coaching culture

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Coaching Culture PROGRAMMES

Many organisations aspire to achieve a coaching (and mentoring) culture, but it is a difficult task. Our research into good practice in this area established the core concepts and principles of a coaching culture internationally,  and we have built on this through continued research and experimentation. We work with your HR and leadership teams to create and implement a strategic plan that will gradually deliver a coaching culture without vast expense.

COACHING CULTURE BENEFITS

Organisations with a strong Coaching Culture:

  • Outperform those that don’t
  • Have increased ability for rapid change (are more agile)
  • Innovate more
  • Have higher levels of customer and employee engagement

WHAT Is Coaching Culture?

Professor David Clutterbuck explains what Coaching Culture is about.

5 MINUTE BENCHMARK

How well do each of the following statements describe you? Score yourself from 1 (not like me at all) to 5 (just like me).

  • Q1Top management provides strong role models for coaching behaviours

  • Q2Asking to be coached is encouraged

  • Q3Coaching happens frequently, whenever it is needed

  • Q4Managers have at least the basic skills to coach effectively

  • Q5Managers see coaching as a key part of their job role

  • Q6Managers give coaching high priority, even when there are otherpressing demands on their time

  • Q7All colleagues have an opportunity to be trained in how to use coaching

  • Q8There are frequent opportunities to improve and reflecton coaching skills

  • Q9The dominant management style is to help colleagues work things out for themselves, rather than tell them what to do

  • Q10Colleagues at all levels feel they have a right to be coached whenthey need it

  • Q11We review the quality of coaching continuously

  • Q12Colleagues welcome feedback from others; and feel able to givefeedback in return

  • Q13It’s OK to ask challenging questions, even of colleagues, who are muchmore senior than you are

  • Q14Colleagues tend to push back at directive behaviour

  • Q15Colleagues at all levels feel able to be open about their developmentobjectives and ask others for help in achieving them

  • Q16Both formal and informal coaching are normal

  • Q17The more important or urgent a task or project is, the more likelythat managers will adopt a coaching approach

  • Q18All managers get 360 degree feedback on how they coach

  • Q19Coaching is closely linked to appraisal and performance management

  • Q20The responsibility for coaching is shared equally between managersand colleagues

  • Q21Effective coaching is recognised and rewarded

FREE CONTENT

Our free content is available to everyone. It includes a limited range of Blogs, Videos and Briefing Papers on key topics and the latest trends. If you want to expand your knowledge even further, or support your development or business with up-to-date information and research, sign up for a FREE TRIAL to gain access to the full content of over 500 blogs, briefing papers and videos within our resource library.

MEMBER CONTENT

Membership with CCMI allows affordable access to over 500 blogs, briefing papers, videos and more from Professor David Clutterbuck. It’s regularly updated to keep you at the leading edge of coaching & mentoring.

Courses

Our courses are aimed at both ‘External’ professional coaches & mentors and ‘Internal’ coaches & mentors for client organisations such as business leaders, managers, staff & HR professionals. All coaching & mentoring by CCMI and its network partners is compliant with the International Standards for Mentoring Programmes in Employment.

Books

Check out our recommended range of books to complement CCMI’s programmes and services. Based on extensive research, many of them have been written by Professor David Clutterbuck and many co-edited or contributed to by other CCMI members.