Coaching creates value to transform your organization! A recent survey of the Human Capital Institute (HCI), a Worldwide HR association and International Coach Federation (ICF), explores the impact of coaching on the success of change management.
Tt suggests that a coaching policy, especially a strong coaching culture, is the main factor of success for high performing organizations. As a matter of fact, 77% of HR practitioners and leaders report that their organization is in a state of constant change with continuously shifting priorities and strategies, and 85% of organizations have experienced an unsuccessful change management initiative over the past two years.
In the survey, conducted in June 2018 with 432 respondents among HCI and ICF members, coaching-related activities are rated as the most helpful in achieving the goals of change management initiative(s) (Charts 7 and 8).
The effect of coaching is stronger in strong coaching culture organizations.
What is a strong coaching culture?
Among organizations with a strong coaching culture, approximately three out of five (61%) are also classified as high- performance organizations.
The explanation for such a strong correlation is probably multifactorial, yet coaching, thanks to its genuine ability to awaken the awareness of responsibilities and to find customized solutions, is a great means of enhancing the achievement of change in organizations: « When people experience change as something that is imposed upon them rather than something they are integral to, they become resistant to the change. Coaching is a powerful tool to develop the potential of employees, modify behaviors and drive business success. It can therefore help individuals, teams and organizations to explore resistance, enhance communication and promote resilience in the face of change. »
How to create a coaching culture
The following are some of the key factors which, based on our 20-year experience in the coaching industry, enhance the coaching culture:
1/ Defining and communicating a coaching policy
- Informing all managers when and for what purpose they should use coaching,and how they will benefit from it
- Identifying coaching targets: individuals (C-suite, managers, experts) and/or teams
- Pre-defined coaching process: length of coaching, three-part meeting/interviews, number of sessions, budget, etc.
- A clearly understood and respected code of coaching ethics
2/ Identifying and selecting the right coaching profiles
- A selection of coaches based on specific criteria, which should match the organization’s culture and needs
- A roster of coaches certified by qualified coaching schools, with a specific focus on business coaching
- Coaches with business experience as executives and/or managers, experienced in navigating in complex organizations
- Coaches with experience in transforming teams and organizations
3/ Creating the success factors and measures of coaching impact
- A clear contract with coaching objectives, shared by the coachee, the coachee’s boss, HR, and coach
- Clear measures of success for each coaching
The added value of a strong coaching culture
Experience shows that coaching impact is reinforced when it is used at different levels within the organization (from top management to line management), for individuals and teams as a lever of organizational development and change.
Coaching culture is seen as a driver for future stakes, groundbreaking trends such as digitalization, artificial intelligence, new ways of working, well-being at work, customer centricity, etc…
Coaching is essential to facilitate the necessary adaptation of behavior to these changes and enhance sustainability.
Developing coaching skills across the organization will increase empathy and employee centricity, a motivational driver to better match people and jobs, develop individuals and teams and consequently provide better answers to business needs and employees’ satisfaction.