I heard some managers last week saying things like, "coaching slows me down – I can do the job myself more quickly", “coaching is OK in the sports world where it’s your job title but for me it’s something I have to do in addition to my day job”. However, in many companies this kind of attitude is being successfully challenged, and with good reason; good coaching skills prove their worth, help deliver greater production and efficiencies. In fact, because coaching can take place anywhere at any time benefits are both immediate and enduring.
Effective coaching programmes enable managers to improve their understanding of coaching, to learn how to apply flexible styles of coaching in different situations and with different people. Most importantly, they also give opportunities for practice of their coaching skills in a safe environment.
The golden rules for an organisational wide coaching programme
- Senior level sponsorship (and participation) is vital
- The coach’s primary focus should be on coaching the person (or team) not on fixing the task
- Training for coachees improves the effectiveness of coaching programmes
- The 'what’s-in-it-for-me?' question must be answered consistently and effectively for people to want to be coaches
- The appointment of coaches must be done ruthlessly. However fantastic someone is technically, if they do not have the behavioural skills to be a good coach, they shouldn’t be one
- There needs to bea clear definition of what is expected from a coach. If there are different coaching, mentoring and training roles, the distinction between each needs to be made clear
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