Organizations where coaching skills are infused in day-to-day practice have “higher employee engagement and stronger financial performance.” So says a 2014 International Coaching Federation (ICF) research report.
As I see it, more traditional approaches to leadership development involve three components: leader training programs, formal mentoring, and/or coaching offered to senior leaders (and sometimes to a select group of rising stars.) Comparing these three components highlights special features of coaching.
It’s great when organizations offer training programs, formal mentoring, and/or some coaching. I wish more organizations had all three! Fundamentally, though, I would like all managers to be able to use a coaching approach to supervising employees. And I would like to see more employees have the experience of coaching.
Why? Beliefs that underlie coaching cultures build resilient organizations.
According to the ICF report, organizations with strong coaching cultures share several attributes.
Especially if your resources are limited, you may not think a coaching culture is within reach. Don’t give up; here are ways to get started.
As organizations grow more complex, people at all levels need the very skill sets that coaching encourages and teaches: the capability to heighten self-awareness, cultivate critical and strategic thinking, see from multiple points of view, and communicate with people who are very different from oneself.
Originally published on ReVisions LLC