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COACHING CULTURESyed Muhammad Faraz Ali

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D EVELOPING A C OACHING C ULTURE

On the basis id CPID research, Clutter buck and Megginson(2005) a coaching culture as on where coaching is predominantstyle of managing and working together and where commitmentto improving the organization is embedded in a particularcommitment to improving the people. A culture of coaching islinked to the basic performance management process of providingfeedback and reinforcement as the following quotation explains.

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A CULTURE OF COACHING (L IN DB OM ,2007)

A culture of coaching is one in which the regular review of performance and just-in-time feedback is expected. Employees depend on reinforcementwhen they have done things correctly, and understand that aconstructive critique of their work when itneeds improvement helps them to be more effective. Formanagers, this culture sets the standard for recognition for jobswell done. The culture of coaching also sets the expectation forfeedback - positive or for improvement - that is specific,behavioural and results based. This type of culture is self-reinforcing as it leads to improved

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Evered and Selman (1989) made huge claims for the importance of developing a coaching culture when they argued that good coaching wasthe essential feature of really effective management. They advocated aparadigm in which the process of creating an organizational culture forcoaching becomes the core managerial activity, and where coaching isviewed not as a subset of the field of management but rather as the heartof management.

In a coaching culture managers believe that people can succeed, that theycan contribute to their success and that they can identify what peopleneed to be able to do to improve their performance. They recognize thatcoaching can provide motivation, structure and effective learning and seeperformance management as an enabling, empowering process thatfocuses on learning requirements. Hamlin, Ellinger and Beattie (2006)commented on the basis of their research: Truly effective managers andmanagerial leaders are those who embed effective coaching into the heartof their management practice.

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Developing a coaching culture in which managers have the skills andcommitment to coach informally as well as on more formal occasions isdifficult. It takes time and is a matter of guidance, training,encouragement and the example provided by senior managers and

colleagues.

As Lindbom (2007) emphasizes: Coaching must become part of theorganizations identity by including it in core competencies and behaviourexpectations. HR or learning and development specialists have animportant role. They can act as mentors (or establish a team of mentors) toprovide guidance and emphasize the added value that can be obtainedfrom coaching to the benefit not only of the individual but also themanager and the organization.