Building a Coaching Culture
Your people are your greatest asset. You rely on them to deliver organizational strategy and achieve organizational objectives. But just how well does your organization support such a valuable resource? Surely the people best placed to direct, support and develop others are your front line managers but how are they supposed to do that when they haven’t been shown how. We imagine most of you take employee recruitment and induction very seriously; you have strong performance management systems set up and have invested in management development that covers off such things as management style, motivation and appraisals. But anyone who has been a manager for some time knows that to really get the best out of your team you need to be able to identify performance gaps and close them pretty quickly, remotivate the demotivated and find ways to stretch and develop people to unlock the discretionary effort which so often makes the difference between success and failure.
360 would argue that one of most fundamental shifts in management development over the past few years has been the emergence of the expectation that to be an effective manager you must have the capability to act as coach. True, if you were to ask the question most managers would say of course they accept responsibility for their team’s performance. But up until fairly recently those same managers have aimed to build performance through what is now the universal practice of objective setting, performance management and motivating performance. Very few of them have thought about how organizations are starting to see the vital role that most front line managers have in raising both performance and motivation levels within their immediate teams. And perhaps the most effective way to do this is through the development of the manager as coach.
Sessions to help you build a coaching culture:
- Manager as Coach
- Coaching Skills Masterclass
- Coaching for Business Performance
- Coaching for Success
