1. Developing a Coaching Culture – best practice thinking
Peter Bluckert
Programme Director
UCD Smurfit School
Phillip Matthews
Director, Executive Education
UCD Smurfit School 1 1

2. Developing a Coaching Culture – best practice thinking
Presenter: Peter Bluckert
Moderator: Phillip Matthews 2 2

3. AGENDA Defining a coaching culture
The evolving stages of a coaching culture
Examples of corporate goals for developing a coaching culture
Ten key principles in developing a coaching culture
What do great coaching managers do?
25 minutes
Questions and Answers
15 minutes 3 3

4. 1. Defining a coaching culture
“A critical mass of its members engage in creating relationships through which impactful conversations can take place that are crucial for continuous improvement of performance.
They do this by actively and courageously seeking out opportunities to hold respectful and candid conversations.
Vitally, they have learned how to value and use feedback from all sources as the key to developing the high trust relationships necessary for the transformation of organisational performance – the move from good to great”
[Crane 2000 ] 4 4

5. A more structured approach
2. The evolving stages of a coaching culture
Executive coaching
Typically starts here
with external
coaching to senior
leaders to support
development or prevent
derailment
Ad hoc growth
Coaching grows in ‘pockets’.
No one quite knows
who’s doing what or
what the organisational
benefits are
A more structured approach
Recognition that a more strategic
approach to develop internal
capacity and a coaching culture
is required. Executive briefings
and Manager as Coach
training courses are
commissioned 1 2 3
Bedding in
Leaders model coaching
behaviours which creates a
cascading effect.
Managers engage in
coaching conversations
Coaching begins
to stick.
Integrating
Coaching becomes integrated
into people and performance
management processes.
Greater use of coaching
with teams as well
as individuals
Normalised
A critical mass/tipping point
is reached and a
coaching style of leading
becomes a way of doing
business, a dominant
style of interacting 4 5 6 5 5

6. 3. Examples of corporate goals for coaching
Develop and sustain competitive advantage
Support current leaders, grow future leaders
Retain high potential staff
Strengthen company cohesion and engagement
Staff motivation and support 6 6

7. 4. Ten key principles for developing a coaching culture
Start with the question - Why take this journey? Make an honest assessment of the current culture – what’s good and working well. What needs to improve or change and why?
Align to business strategy. Should support business strategy and have clear business objectives. There needs to be a clear link between coaching and the success of the business. Establish ROI/ coaching evaluation process at the beginning against desired outcomes
Drive from the top. Successful implementation requires Executive level commitment, championing and role modelling of a coaching approach and behaviours 7

8. 4. Ten key principles for developing a coaching culture
Set up as an OD intervention. Explain to colleagues the bigger picture business rationale for developing a coaching culture. Position it positively; as developmental not remedial
Develop a common understanding of coaching. People have very different understandings of what coaching is which can lead to confusion and frustration. Agree on an organisation-wide coaching definition and core coaching models and concepts
Develop coaching capability. Commission class-leading accredited coach training and development for Executive team, senior leaders, HR , line managers and coaching ‘champions’. Ensure CPD, progression routes, supervision and support are in place 8

9. 4. Ten key principles for developing a coaching culture
Manage the quality of your externally supplied coaching. Develop a small panel of external coaches who are experienced, accredited and supervised and who fit the culture. Ensure external coaching takes place within a three or four party contract
Build a community of internal and external coaches. This provides a mechanism to ensure organisational learning can be derived from individual coaching conversations and enables cultural blockages to surface and get addressed
Gather success stories. Collect and communicate positive outcomes produced by coaching behaviours. Create a coaching intranet site
Evaluate outcomes. Conduct evaluation against agreed metrics 9

10. 5. What do great coaching managers do?
They operate from a coaching mindset which means:
They constantly look for opportunities to improve performance. They use day-day work experiences, positive and negative, highlights and mistakes as opportunities for learning and continuous improvement. They’re interested in the ‘how’ as well as the ‘what’
They spot talent and develop people. They are interested in potential as well as current performance. They challenge and stretch colleagues to be the best they can be. The result is that they grow leaders who go on to make significant contributions to the organisation
They use certain skills and display common characteristics. They ask good questions, and then they listen. They are looking to help colleagues and are capable of expressing empathy. They provide clear and timely feedback and are prepared to go to a tougher place if needed
They know their people and what they’re doing. They take the time and care to know their team members as people. They clarify tasks and performance expectations, empower people but also stay in touch and show interest in what they are working on 10

11. QUESTIONS &
ANSWERS 11 11

12. Diploma in Business and Executive Coaching
Duration: 6 workshops - 16 days in all
Schedule: Part-time
Starting: March 2010
If you would like further information, please contact Gillian Brown on:
Phone: 12 12

13. Thank you for your participation today.
For more information on our
coaching programmes led by
Peter Bluckert, please contact:
Gillian Brown, Programme Manager
Tel: 13 13

14. ‘Threats, Refusals and Ultimatums: Dealing with Hardball Negotiators’
NEXT WEBINAR
9th February 2010
‘Threats, Refusals and Ultimatums: Dealing with Hardball Negotiators’
with Stephen Boyle
This webinar will look at :
The challenges of dealing with opponents who won't budge from their positions
The challenges of dealing with opponents who don't want to listen
The challenges of dealing with opponents who simply refuse to negotiate 14 14