With the start of a New Year, there are often a number of interesting articles that forecast trends for the year ahead. These can provide rich food for thought. I would like to suggest my own “big idea” to watch as 2019 unfolds: the rise of the “Coaching Culture.”

Drawing on observations from working closely with organizations as a culture consultant and coach, it is clear that individuals and teams are being pushed to meet ever aggressive goals and competitive pressures.  Leaders do not necessarily wake up every morning thinking about how to turn up the heat on their direct reports, but it can feel that way at times. All leaders are spread thin. Just as their team members are under increased pressure, leaders are also being pushed to achieve more. Further, they may lack tools to think differently about how to get things done. This imbalance contributes to a rise in disengagement. How excited are team members likely to be when they do not feel they are growing professionally or that their contributions are appreciated?

What’s the cost?

Ignoring these challenges can lead to disappointing organizational outcomes and increased turnover at a minimum, and could result in an employer becoming irrelevant in the market as disengagement and lack of trust compound inefficiencies.  When the forecasted downturn arrives, the result will likely be significant negative implications for everyone in the organization. It is not too late though!  Want to get ahead of the curve?

Potential Cure

Development of a coaching culture can be pursued by leaders and organizations that want to create a more positive and productive work environment. A coaching culture is reflected in organizations where leaders purposefully draw out the ideas of their team members, express appreciation (since we typically have many more appreciative thoughts than we actually voice), and provide feedback in a way that encourages growth and development.  An individual leader choosing to make a shift to coaching can become an example to others in the organization of how to engage their people in a positive way that achieves better results.

Why a “coaching culture”? 

A good coach serves as a catalyst to help leaders see how they are perceived and become even better than they already are. When leaders understand their impact on others, they begin to recognize where and how they get in their own way. Even if they are honest with themselves and acknowledge issues, they may not know what to do about those challenges without having someone hold up a mirror and push them to be their best selves. Lacking this type of development, whether through absence of foresight or simply being stumped about how to move ahead, they stop improving and so does the organization in which they work. Coaching serves to counter those roadblocks. Leaders who act as coaches can have a similar, positive impact on their teams.

Moving Forward

Organizations desiring to create a coaching culture can begin by adopting a few simple practices. To advance these efforts, they may bring in a certified coach to work with high potentials for succession planning purposes, support leaders transitioning into new roles, and assist in developing coaching “muscle.” In the end, a coaching culture starts with individuals working on themselves.  Here are four simple steps to set yourself or your organization on the path to a coaching culture:

• Curious Questions – Practice forming questions as open-ended, rather than those that can be answered with a simple “yes” or “no.”  Asking “how,” “what,” and “why,” questions can open up new thinking and possibilities because these types of questions challenge team members to think differently. Instead of being told what to do, this helps make them partners in delivering results. Try questions such as: “Where are we not looking?”, “If success were guaranteed, what would you try?”, “How can I hold you accountable?”
• Silence – When the leader speaks first, most team members focus on the leader’s ideas rather than sharing their own. Practice silence. After asking curious questions, let others talk. Listen without commenting. Then thank them for their ideas, taking time to think about what they have shared before reacting.
• Feedback – Proactively seek feedback by asking each team member how you can better support them in the coming year.  Resist the urge to respond or justify behavior. Thank the person providing the feedback. If you disagree with what you heard, ask someone who knows you well and has a strong enough relationship to tell you the truth. Spouses and partners are often helpful in assessing the accuracy of feedback you have received, and remember, perception is reality.
• Informal 360 – Using an online survey mechanism or other anonymous source, ask team members, peers, and perhaps even your boss what you do that is most valuable to them and where they would like to see you improve. Test the responses to these two questions against self-perception. Thank everyone who participates. Let them know what development goal(s) you have set for yourself this year based on the feedback, and ask them to support your commitment for professional growth.

Coaching cultures do not appear overnight. The resurgence of coaching as an investment in the workforce will become a more important tool for successful organizations to implement this year.

Do you already have a coaching culture?  How has that developed in your organization?

If you have personally worked with an executive coach, what has been your experience?

If you do not yet have your own coach, what’s stopping you?

https://www.linkedin.com/pulse/creating-coaching-culture-another-big-idea-2019-phyllis-sarkaria/