Como criar uma cultura de coaching no trabalho?

It’s critical that “coaching” not become code for belittling or strong-arming employees. A coaching culture is ideally one in which employees’ development needs are considered first, which has a positive trickle-up effect on the organization. When imposed with controlling employee behavior in mind, “coaching” can easily turn into abuse.

I hear a lot about creating coaching cultures at work. And I agree with the importance. Creating more "leader as coach" in an organisation will allow it to grow and develop. What I don't see much of is organisations actually doing much to create this coaching culture, other than just talk about it in their leadership programs. Coaching is a skill. That needs teaching. And then needs constant practice to improve. Create "coaching circles" of passionate leaders. To come together in dyads, or triads, each month to practice their coaching skills, and to get better at giving and receiving feedback. Only through practice, and role modelling the coaching, will coaching start to permeate the culture of your organisation.

This first step is the most important investment in coaching employees! Coaching at its best guides others to exceed defined criteria for performance. Set specific criteria according to: 1) the organizations mission, vision, and values; 2) strategic objectives for the year, detailed and updated quarterly; 3) each employee’s individual job requirements; and 4) individual professional development objectives. Routine checkin conversations will course-correct and reward progress.

Depending on the existing culture and available support, a vision for a coaching culture may be grand or very simple. Sometimes it is best to just begin coaching and see how the culture reacts.

1. Formalize a policy that your organization exists to serve three equally important entities: your customers (with quality products), your shareholders (with high enough products to sustain the organization), and your employees (with meaningful work and career prospects). 2. After every significant event hold a debrief meeting. Ask "What did we do well?" What could we do to improve?" 3. When something goes wrong, remind people that there is no such thing as failure - there is tuition.

Role model being coachable. Lead by example. This makes it safe for others to follow suit. It takes more than one person to build a culture. It takes a community of people all rowing a boat in the same direction. All being coachable. It starts with you. Be the change that you want to see in your culture.

There is no doubt that receiving feedback is important and a crucial part of the evaluation process. However, it is equally important to consider other factors such as obtaining enough sleep and meeting psychological needs to be effective. Additionally, it is essential to evaluate whether the work environment is supportive enough to allow personal growth and enable you to be the best version of yourself.

Assessing the culture culture and then developing a strategic response is critical. Sometimes we use this as step one, prior to visioning as it informs the scope of the vision.

Many organizations attempt to implement coaching programs that are not sustainable. When a new approach is rolled-out every year, it can build resistance and cynicism among the employees and the leadership. Even if you have an existing coaching program, you may have to do some rehabilitation. In some companies, coaching has developed a terrible reputation. It is seen as the first step out the door. A current state and/or a needs assessment may be helpful to find out the state of coaching in your organization and how the employees feel about "coaching." Some organizations have developed such a toxic perspective of coaching that the term "Coaching" needs to be abandoned. Terms such as "Thought-Partner" or "Advisor" might be considered.

This step is overlooked often because it requires hands on work. It is not as fun and inspiring as visioning but without a solid plan a vision will be lost. Also keep the plan simple, set a few SMART goals and get them done and then repeat!

Before you do a current state assessment, needs assessment, or even start to design a strategy, you will need to paint a crystal clear picture of what success will look like. What does a "coaching culture" look like? Once you create a shared picture of success that is shared by leadership and key stakeholders, you can start to build a strategy that not only considers where it's starting from but where it needs to end up. Too often, we start to create our plans without a clear picture of where we want to end up.

Take a look at yourself and identify what you need to be coached on, develop a plan and put it into action. Once you learn the steps of how to be coached then you can use the same process to coach your team. Managers must recognize the need to receive coaching first then they can proceed to coach others. Focusing on what your employees do well and their positive attributes is the best way to lead. If they lean more into what they do well, then they will be more engaged and perform at a higher level. Coaching is the key to organizational effectiveness.

This is so important. Don't just announce you are now implementing a coaching culture. What skills and capabilities do you need for this coaching culture? What skills and capabilities do you currently have? Are your people even coachable? What skills do you want you people to have? Will they become coaches? Or "leader as coach" Who will support you through this transition? What does success look like?

I think the key skills for coaching are listening, asking powerful questions, and having the ability to sit with discomfort for as long as it takes.

Deciding on what coaching model your organization will use will make prioritizing which skills to develop easier. What does a good coach look like? How will you know when an employee is ready to be a coach? Engaging a qualified instructional designer to work with coaching SMEs to develop an integrated training system will be crucial. You will also need to communicate why coaching is important to the entire organization as you begin to develop coaching skills.

One of the key elements of effective coaching is to determine next steps and then to ensure there is accountability built into the process with follow-up

There is a difference between becoming an effective coach and building a coaching culture. The practice of coaching will need to be adopted by a majority of employees before it becomes a part of the culture. Coaching and coaching skills will need to be prioritized in the organization's recruiting, hiring, onboarding, training, development, advancement, and rewards structure. The organization will need to show, through it's systems, that coaching is values.

When considered early and throughout the coaching process, evaluating impact aids in setting clear, high-impact, relevant, measurable goals and actions. For example, if you plan to assess impact by asking for feedback, imagine, in detail, how feedback will be different, whom you will solicit, and what actions are most important to make the impact you want. The more detailed, the better. This clarity can guide your goal setting, actions, progress checks, and impact evaluation. While this is true for individual coaching, the power will be multiplied in a culture where clear goals, growth, and feedback are hallmarks of success.

Whether you are the Coach or the recipient of Coaching or Mentoring, you need to collaborate on the objectives to be included in your Coaching plan. Establish realistic goals and objectives, stick to your plan. Review deliverables, and end results, adjust your goals accordingly. Once your goals and objectives have been met, continue the coaching relationship with new ideas. Review the success of meeting your goals, if a goal was not met or became obsolete discuss the reason why and if it could have been managed differently. Discuss what you learned during the coaching process. Define new goals and objectives, which may be an extension or next phase of your original objectives. A successful coaching plan must be fluid.

Do what physicians, pilots, electricians, athletes, and musicians do. 1. Train to competency and not potential. Coaching often falls short of this important idea 2. The primary training method is the mentor/apprentice approach although none of these above-mentioned ideas use those terms 3. The secret sauce in these "coaching" programs is converting knowledge to behavior. That is, the endpoint is a demonstration of competency, in the workplace, under working conditions. finally, each requires "deliberate practice" and working with someone more capable, in the workplace, to make this conversion happen. Coach a person like this and you will get competency for which a person can be held accountable - because they know how.

One recipe for a coaching culture: Step 1. Ensure your people are technically competent and also clear on where you want to go; create an environment in which they can exercise autonomy. Step 2. Be aware of patterns in interpersonal dynamics and prepare people to deal with them, I like to contrast the Karpman Drama Triangle with the Empowerment Dynamic with clients. Step 3. Model being coachable: open ears, open mind, open heart. Model doing work on yourself and listening to feedback. Step 4. Make coaching an accessible tool rather than a punishment or a prize. This could be through external coaches or platforms or, even more powerfully, through developing the internal staff who have an affinity for it.