Magdalena Mook, ICF CEO, writes about this in an article on the British HR Magazine website.
According to Mook, most organisations with strong coaching cultures combine external and internal coaches and focus coaching on developing their managers and leaders.
What is a coaching culture about?
Mook recommends organisations build a coaching culture from within. Their reward includes clearly defined processes of talent and leadership development focused on helping employees achieve their goals.
She refers to GlaxoSmithKline (GSK) as an example of a company with excellent support for coaching from above. 60% of top managers regularly cooperate with coaches.
Until 2010, GSK used coaching only intermittently and unsystematically. Then came the establishment of a coaching centre of excellence, along with standardisation of coaching across the company worldwide.
GSK coaching also includes a Job Coaches Plus programme, whereby employees become volunteer coaches. The company has thus already trained 16,000 managers and leaders in practical use of coaching skills.
Every coaching culture has to be built on the assumption that employees will not perceive coaching as a remedy, but as a benefit allowing them to achieve greater professional and personal success.
The starting point, however, must always be the company's business goals.
Is coaching used in your company? If so, how?
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