It takes effort to make time for coaching. However the benefits more than justify the investment in time and energy. Here is a reminder of what you gain as a leader if you make time to coach your people and encourage them to come up with their own solutions.
Training in coaching skills is common whilst its measurement is not. Measurement does not need to be onerous but it does need to be consistent. One of the places to start is with coachee readiness training. Coachees are encouraged to give descriptive feedback on the demonstration of manager coaching behaviours. They openly rate and discuss the fundamental coaching behaviours within the context of whether coachees observed them in their manager as coach. You’ll soon see from the coachee ratings, common biases such as the ‘halo effect’ or the ‘middling’ effect, raise their heads. Such a session helps too with encouraging coachees to become objective and helpful observers of their managers’ behaviour in general, as well as becoming proactive in stating what they need from their manager in their business relationship.
By measuring coaching skills the organisation is much more likely to get the impact-on-business they expect.
360 degree feedback is not a new idea. Most of us have been part of a 360 process in our career at some point, either as a receiver or as a giver. The principle behind the process is always a good one i.e with good feedback we can improve in our roles, and yes when we get good feedback it can be helpful.
But what if we don’t? This blog explores what can happen with 360 feedback and suggests ways for the receiver to benefit from the process.
How open is your organisation to dealing with its ‘sacred cows’, its ‘biases’ and its issues? In this blog we explore the way to implement a coaching and feedback culture and some of the issues that you face.
For maximum impact, organisations need to treat Coaching as a wider change initiative. For it to continue its upward climb, coaching must demonstrate that it helps an organisation achieve its strategic and operational goals. Right now there is scanty empirical evidence for the organisational benefits of a coaching culture, with the emphasis on the word ‘culture,’ where coaching is integral to ‘how things get done around here.’ This is partly because there are very few empirically-based organisational studies to report on.
Altris’ wisdom says that it takes time and unified direction to get the gains from coaching. Embedding of behavioural change takes time, and importantly it takes reinforcement and recognition. One of the fundamental principles of creating a lasting change is to first build a powerful co-operative pact with employees, underpinned by a unified direction and commitment. Once this is built then there will be scope for demonstrable links between coaching culture and the achievement of organisational strategic and operational goals.