1. The Heart of Coaching TM
Using Transformational Coaching to Build a High-Performance Coaching Culture
2008

2. Premise of “The Heart of Coaching”
“As coaching becomes a predominant cultural practice…it will create a performance-focused, feedback-rich organization that is capable of creating and sustaining a competitive advantage over its competitors.”
Thomas G. Crane

3. A Compelling Vision for a High-Performance Coaching Culture
In COACHING CULTURES, all members of the culture courageously engage in candid, respectful coaching conversations with one another, unrestricted by reporting relationships, about how they can improve their working relationships and individual and collective work performance.
All have learned to value and effectively use feedback as a powerful learning tool to produce higher levels of personal accountability, professional development, high-trust working relationships, continually-improving job performance and ever-increasing customer satisfaction.

4. Coachee is Accountable Mutual Accountability Working Relationships
Executive Coaching vs. Collegial Coaching
Hired or Assigned
Client
Fixed Term
3rd Party Assessments
Coachee is Accountable
Development Focus
Factor of Employment
Co-worker
Ongoing
Personal Feedback
Mutual Accountability
Working Relationships
and Performance
Executive Coaching
Collegial Coaching
Common Roots: positive intent, trust, integrity,
communication skills, service, accountability, etc.

5. Coached vs. Coaching Cultures
Colleagues Coaching Up,
Down, and Sideways
Hired/Assigned coaches
dedicated to coaching their client
MANAGER
EXECUTIVE
COACH
YOU
PEERS
YOU
DIRECT
REPORTS

6. How All Coaching Processes Work Together
EXECUTIVE
COACH
MANAGER
Colleagues
who share
Feedback &
Coaching
Objective & Confidential
Coach focused on YOU as Client
YOU
PEERS
PERSONAL
COACH
DIRECT
REPORTS
Mutual Learning & Accountability
Partners who support one another
in using coaching

7. Executive Coaching

8. Transformational Coaching
“The art of assisting people in enhancing their effectiveness in a way they feel helped.”

9. Transformational Coaching between Colleagues
“The process of clarifying expectations, sharing feedback and engaging in collaborative action planning with colleagues with the positive, duel intention of enhancing relationships and achieving improved work performance…in a way both feel supported and partnered with. ”

10. Collegial Coaching

11. The Results Cycle COACHING BELIEFS RESULTS BEHAVIOR RELATIONSHIPS
Values, judgments,
interpretations,
assumptions,
“attitude”
RESULTS
Outcomes, impact,
accountabilities,
improvements,
“performance”
COACHING
BEHAVIOR
Style, openness,
habits, skills,
practices,
“action”
RELATIONSHIPS
Trust, rapport,
collaboration,
sharing,
“connection”

12. The Coaching Culture Paradigm
Who
Directs Peers Boss
Develop Enhance Reinforce
Purpose
Results Relationships Behaviors Beliefs
Content

13. From “Boss of ” To “Coach for”
Drives/Pushes Lifts/Supports
Tells/Directs Asks/Solicits
Knows the answer Seeks the answer
Triggers Insecurity Triggers Creativity
Uses fear to achieve Uses Purpose to Compliance inspire Commitment
Creates Victims Fosters Accountability
Focused only on Results Focused on both Process and Results
Gets the Most from people Gets the Best from people

14. Coaching Culture Implementation
No “follow-through” = NO RESULTS
“Where the rubber meets the road”
Areas of greatest leverage:
Have a personal focus for your coaching
Meet with your team and begin One-on-One’s (Direct Reports – monthly)
Coaching Contract (Behavioral Change)
Personal Coach (Personal Support)

15. In closing…
Clarifications
&
Appreciation