HOW TO CREATE A COACHING CULTURE. Kathleen Stinnett, MCC

Transcription

1 HOW TO CREATE A COACHING CULTURE Kathleen Stinnett, MCC

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3 For the Sake of What?

4 Employee engagement = a competitive advantage

5 Coaching Effectiveness vs. Employee Engagement Employees whose managers are more effective at coaching express more job satisfaction and commitment Employee Commitment Percentile Results based on study of 2,240 Global Leaders Coaching Effectiveness Percentile 2015 Zenger Folkman - EC

6 Coaching Effectiveness vs. Going the Extra Mile Employees indicated the extent to which the work environment is a place where they want to go the extra mile % of Employees Willing to Go the Extra Mile Results based on study of 2,240 Global Leaders Coaching Effectiveness Percentile 2015 Zenger Folkman - EC

7 International Coach Federation 2014 Employee engagement = a competitive advantage Strong coaching cultures are correlated with higher employee engagement Percentage of employees who rated themselves "highly engaged" 65% 52% Strong Coaching Culture (n=51) All Others (n=308)

8 What factors measure a strong coaching culture? Agree/strongly agree their organization has a strong coaching culture Agree/strongly agree employees value coaching Agree/strongly agree senior executives value coaching Coaching is a fixture in the org with a dedicated line item in budget Managers/leaders spend above-average time on weekly coaching activities Managers/leaders received accredited coach trainings 13% International Coach Federation 2014 Zenger Folkman EF

9 International Coach Federation 2014 Current observations about organizational coaching Strong coaching cultures are correlated with stronger financial performance 2013 revenue growth in relation to industry peer group Above 41% 60% On par 29% 50% Below 10% 10% Strong Coaching Culture(n=48) All Others (n=284)

10 International Coach Federation 2014 Future trend indicators for organizational coaching More organizations are seeking to expand their internal coaching capacity Organizational plans within the next five years

11 Key Roles & Responsibilities for Creating a Coaching Culture Managers HR / L&OD Senior Leaders Coaching Culture Employees

12 What the System Really Looks Like

13 It Starts at the Top (or does it?) Set expectations Create visibility Model behavior Create accountability Senior Leaders Coaching Culture 84% managers say that are expected to coach 24% say that any part of their compensation is linked to coaching & development

14 Frequency of Senior Leaders Discussing Importance of Coaching & Developing Employees Bersin & Associates 2011

15 How Often Senior Leaders Coach Bersin & Associates 2011

16 Focus on Safety

17 Focus on Coaching & Development

18 How ZF Has Helped at the Senior Leader Level Link to key org initiatives Create compelling data Building and create communication plans Leverage senior leader champions Org/employee satisfaction surveys

19 The Critical Interface: Where Coaching Happens Managers Coaching Culture

20 Coaching Frequency: A Gap in Perceptions Managers think they are coaching all of the time Employees say they rarely, if ever, receive coaching What contributes to this gap?

21 The problem

22 The Interface: Where Coaching Happens Managers Quantity + Quality Develop skills Engage in coaching Measure progress Cascade down Make it visible Coaching Culture

23 Quiz: Rank Order the 3 Most Important Behaviors 1. Clearly framing the conversation 2. Active listening and empathy 3. Asking questions that promote discovery 4. Brainstorming possibilities 5. Generating multiple alternatives 6. Providing constructive feedback 7. Providing positive feedback 8. Providing accountability and follow-up 9. Supporting and cheerleading

24 Quiz: Rank Order the 3 Most Important Behaviors Active listening and empathy 3. Asking questions that promote discovery Providing positive feedback 8. 9.

25 Quiz: Rank Order the 3 Most Important Behaviors 1. Active listening and empathy 2. Providing positive feedback 3. Asking questions that promote discovery

26 How ZF has Helped Clients at the Manager Level Building a business case Skills development Instructor-led training Distance learning Job aids Video modeling Reinforcement /video follow-up Lunch & learns Book club questions Measurement 360-degree assessment

27 Supporting Infrastructure HR / L&OD Coaching Culture

28 Sometimes the Tail Does Wag the Dog

29 Supporting Infrastructure Support the culture change Provide training & create sustainability Build common language & consistent implementation Link to performance management systems Measure progress Access to tools Coachin Coaching Culture HR / L&OD

30 How ZF has Helped at Infrastructure Level Onsite capability Link coaching to the performance management cycle Build easy-to-use tools 360-degree assessment tools Aggregate data Case study ROIs

31 Build Visibility and Accessibility Coaching Culture Employees

32 Avoid Stealth Coaching

33 Build Visibility and Accessibility Create opportunities Link employees with leaders Build processes to access coaching Encourage ownership Educate on expectations Coaching Culture Employees

34 Common Success Factors Start somewhere Cascade down & across Measure progress Tie to larger purpose & vision Vocal senior leader champion Do a lot of talking and walking

35 Bringing Out the Best in Our Employees & Organizations

36 Questions and Contributions

37 Zenger Folkman helps organizations flourish by increasing the effectiveness of leaders at all levels. Our unique, strengths-based development methodology enables leaders to move faster and higher. Each offering is solidly grounded in research, utilizing our extensive empirical database. The end results are statistically significant improvements in how leaders lead, how their employees engage and how their companies profit; allowing both leaders and organizations to soar to new heights. THANK YOU Contact us at or