If you like to see the big picture of how this series fits together, take a look at this blueprint for Creating a Coaching Culture. I’ll continue to write posts that fill in the boxes.
Today’s post gives us an insight into the roles needed to support the creation of a coaching culture. First and foremost, the Board must be on-board. Do they see the benefits of coaching as an enabler for the business strategy?
Then of course, there’s the programme manager, the person responsible for making this happen.
Just like any project, it is important to have a business sponsor who fully supports the outcomes for the business. Someone who champions this kind of culture. But it’s not enough for them to talk about how important coaching is. They need to be a role model for coaching, as others will be paying more attention to their actions rather than their words. Ask yourself whether you need a steering group if your organisation is big – it can help to have people in multiple parts in the business, all modelling and championing coaching and creating a coaching culture.
Other roles will depend on what and how much you are trying to achieve. Do you need/want internal coaches for example? Coaching supervisors for your internal coaches (don’t skimp on this if you want good quality, ethical coaching)? External coaches? Someone to match coaches to coachees? (you can get software to do this, but in my experience it takes a human touch to get good matches – more on that in a future post).
You might need to include your legal and finance teams in creating a contract with external coaches. Certainly your learning and development team to design and deliver learning opportunities for managers as coaches.
Look at all of the work-streams you have identified, and from there identify any other roles you need to involve.
What other roles spring to mind for you?
