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 Employees and Business Results Grow with Coaching

4 For the Sake of What?

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

6 What the System Really Looks Like

7 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

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

9 How Often Senior Leaders Coach Bersin & Associates 2011

10 Focus on Safety 463 days since last injury

11 Focus on Coaching & Development 233 coaching conversations this month

12 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

13 General Mills A Success Story in the Making 2011 Zenger Folkman. All rights reserved. EC

14 The Critical Interface: Where Coaching Happens Managers Coaching Culture

15 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?

16 The problem

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

18 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

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

20 Supporting Infrastructure HR / L&OD Coaching Culture

21 Sometimes the Tail Does Wag the Dog

22 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 Coaching Culture HR / L&OD

23 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

24 Build Visibility and Accessibility Coaching Culture Employees

25 Avoid Stealth Coaching

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

27 Building a Coaching Culture/System

28 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

29 Bringing Out the Best in Our Employees & Organizations

30 Questions and Contributions

31 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