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A Framework for Building a Coaching Culture

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1 Building a Coaching Culture that Drives Results and Grows People | It's no surprise that high-performing teams are led by managers that spend more time coaching their people. Well- coached teams are more productive and more engaged. 91% of HR leaders say that coaches in their organization have more productive teams than non-coaches. And in an ATD study, nearly 69% of business leaders believe coaching drives productivity gains. According to the Human Capital Institute, organizations with strong coaching cultures report revenue growth well above their industry peer group—51% compared to only 38%—and significantly higher engagement (62% compared to 50%). So Why Don't People Coach? Even though 80% of HR managers feel coaching is a key leadership practice, only 15% think managers in their organizations are actually good coaches. At every level in organizations, leaders know coaching is important. Many of them know HOW to coach, but most leaders don't act on that knowledge. In a recent survey of HR leaders, 26% thought managers in their organization UNDERSTOOD effective coaching behaviors, but only 19% thought managers DEMONSTRATED those behaviors. Why aren't leaders coaching? The three most common reasons are: • "I don't know how." • "I don't have time." • "I don't have a process to follow." Building a Coaching Culture that Drives Results and Grows People There's another, more far-reaching reason that isn't often acknowledged—the organization hasn't committed to building and supporting a culture of coaching. A company's culture is its identity—how the company views itself and aspires to be viewed by the outside world. Building a culture isn't easy. You can't just wish it so. Simply claiming that coaching is important or requiring managers to attend a coaching training won't build a coaching culture. A Coaching Culture Building a culture takes time and commitment, but it's one of the key elements of a productive workplace. Organizations that understand coaching is a primary strategy to both deliver results and grow their people commit to developing their culture to match those ideals. In a strong coaching culture, all members of an organization support each other through conversations in accordance with a shared understanding of the purpose and practice of coaching. Coaching conversations flow in all directions— manager to employee, employee to manager, peer to peer, even self-coaching. Coaching and feedback becomes a way of life for both managers and employees as they regularly provide and seek out feedback and support. Managers and employees regularly engage in constructive, candid, and caring conversations focused on delivering business results. "The biggest obstacle in performance isn't not knowing what to do; it's not doing what we know." —Alan Fine, NY Times Best Selling Author and pioneer of the modern coaching movement

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