Given my recent award for a series of articles in Coaching at Work (links at the bottom of this post), I thought you might be interested in how I got here. How I got to being an award-winning writer. Gosh, that sounds grand. I need and want to own that – I am an award-winning
Tag: Coaching Culture
How will you know that your coaching culture is making a difference?
In the sixth blog of my “When to Build a Coaching Culture Series” I talk about setting goals and establishing the measures of success. It’s hard to measure the value of time, particularly time to think. If you want to spend money in organisations, you (more often than not) need to prove that it’s money
Where to start with building a coaching culture
In the fifth blog of my “When to Build a Coaching Culture Series”, I discuss where to start when building a coaching culture. If you are an individual leader, you can only start with yourself. So, start there when building a coaching culture. Start asking rather than telling now. If you are responsible for developing
Who can build a coaching culture?
In the fourth blog of my “When to Build a Coaching Culture Series”, I discuss who can build a coaching culture. Anyone can start coaching, from any seat. Anyone can create a ripple effect through the people with whom they use a coach approach. Have you heard the story about the starfish? Strolling along the
What does a coaching culture look and feel like?
You’ll know it’s time to build a coaching culture when: Your organisation is going through change (see my previous post) (oh, wait, isn’t that every organisation?!) Decisions are being made at levels that are paid too much for the complexity of those decisions Strategic imperatives that affect the long-term future of the organisation are not
Need to Push Decision-making Downwards?
Why Build a Coaching Culture? Ask yourself these questions… Do you ever notice yourself feeling overwhelmed by the amount of work you need to get done, with not enough time to get it done? Do you ever notice how you go straight in to problem solving mode when a team member asks you a question?
Creating a coaching culture using Social Movement Theory
Can you create a coaching culture from the middle of an organisation? That was the question posed to me a few weeks ago by a Senior Manager in a University, who didn’t have the authority to do so, according to her role description, but absolutely had the passion. I suspect this happens more often than
Creating a Coaching Culture
Creating a Coaching Culture requires the same kind of rigour as any other culture change. That includes articulating your end-point and how you will recognise success when you see it, then pulling a multitude of levers to enable you to get from where you are today to that end goal. Those levers include technology, process and
Technology to support the coaching culture
Technology is an enabler. It enables you to be more effective and efficient; and to make informed decisions. Your coaching strategy will lead you to the kind of technology you need to underpin it. You can see the full blueprint for Creating a Coaching Culture here. Working through the coaching strategy blueprint, you might use technology
Coaching Culture: Internal Coaches
Why create an internal coaching function? If, like many organisations, yours does not have a strategy for coaching – or a function to manage whatever coaching is happening – it can cost the organisation not only money, but lots of opportunity costs too: not aligning to the business strategy not gaining economies of scale not measuring
Coaching Culture: Coach matching
Today’s post is from guest blogger, Stan Woster, of Coachmatch. As the name suggests, this is a company that matches coaches to clients. So I asked Stan to give us his top tips for matching. Stan writes: As Head of Client Services at Coachmatch, I hold responsibility for the delivery of our Coaching services into
Coaching Culture: Harvesting the Learning
In order to make sure that an organisation gets added value from coaching, consider how you are “harvesting the learning” at a thematic level from all of the coaching that is going on. Often, coachees bring similar issues to coaching, and sometimes they are issues that could be better addressed at the systemic level, rather than
Coaching culture: coaching supervision
Why coaching supervision? “The purpose of supervision is learning that leads to the continuous development of the conscious competence of the supervisee and the supervisor and to a higher level of practice. At its core, supervision implies an accountability to learning – that of the supervisor and supervisee – that may extend to that of
Coaching culture: roles
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
Coaching culture: where can coaching add value?
So far, in our series about creating a coaching culture in an organisation, we’ve looked at what is the problem you are trying to solve?, experiencing coaching, integrating coaching into every process and how will we know it’s been successful?. What else do we need to think about when creating a coaching culture? You know from the above what
Coaching culture: experiencing coaching
We established in last week’s blog that establishing a coaching culture is not an end in itself, but a means to an end. And, as with all culture changes, there are multiple levers that need to be pulled in order to make it sticky. I always advocate that people receive coaching as a first step. You can
