A lot of organisations claim to have put effort into a coaching culture, but when we look at them we find that many have trained a few managers to be internal coaches and others have rolled out a coaching model at the management level. In our view these essentially miss the definition of the word culture, which to us means ‘how we do things around here’. Unless everyone is engaged in it, it’s not cultural. In this blog we explore how Altris deliver coaching culture projects and raise engagement in a Kenexa survey
the International Leadership Association conference in Auckland. The presentation focused on leadership development and attempted to give an axiological perspective on what it takes for managers to take the ‘theory’ they get in development programmes and turn it into action in the workplace.
In this blog we quickly share a few of the thoughts presented, to stimulate some thoughts about your programmes or your participation in leadership development training.
One of the most interesting challenges for anyone involved in training is whether the trainees will put the training into action. For those of us involved in leadership training it’s even more interesting to consider whether the theories, concepts and models you share will make any difference in the workplace of the leaders you share them with. This blog explores the main facets of translating theory into action.
Establishing a culture of coaching is one of the most challenging change initiatives any company can take on. I’m talking about a true culture of coaching, where every manager and employee engages in it and not the kind we are seeing advocated in some organisations where a few people are trained as internal coaches. I’m taking cultural, where it becomes ‘the way we do things around here’ The difficulty, as we’ve written here before, is in the integration of coaching into every leaders modes operandi. In this blog I share some insights from a recent discussion with an emerging leader coach.
I’m not aware of there being a drug that improves leadership (unless coaching is a drug) but given the sporting world’s example, I wonder how widely it would be used if there was? And how it would be justified. Lance Armstrong seemed to say that he wasn’t cheating because everyone else was taking drugs too. No doubt similar responses will come out in Australian sport, because we humans have an uncanny capacity to justify things in our minds. Many of us that stand outside of sport are horrified by the lack of ‘ ethics’ or ‘morals’ of the people that take drugs, and can’t understand those who justify it. But not all of us. In this blog we explore the leaders role in ethics of a business and ask whether we all know where we draw our line.