Cultivating A Culture For Coaching In The Workplace

Cultivate_A_Coaching_Culture

It is difficult to see very far into the future. Yet, one thing is quite certain: leaders and managers will have to behave quite differently than they have in the past in order to stay ahead of the competition and drive value for customers.

In order for organizations to remain competitive and customer-focused, they will require employees and leaders who are engaged and understand what the organization stands for.

The days of the “benevolent dictator manager” have passed.  Employees are more educated, talented, and are asking for more feedback, mentoring, and coaching in the workplace.

People today have different interests and job expectations that need to be linked in with business strategy needs.

Managers and employees need to operate more like partners, whose common interest are served by accomplishing a job in the best, most effective way possible.  The two parties will need to develop a common vision or mission of the work to be done.

Leaders must do more coaching in the workplace, monitoring, and helping employees fulfill their shared purpose and mission. In this type of business climate, the leader will need to instill a new competitive spirit into each and every employee in order to streamline work processes, reduce errors, respond to customer needs more quickly, and solve seemingly impossible problems more effectively.

Leaders will have to learn how to work with employees as allies, rather than as adversaries, without sacrificing standards of quality and productivity.

An effective coach must do five things:

  1. Build relationships and open up dialogue with employees
  2. Help people understand goals, strategies, and expectations
  3. Develop and grow the talents and abilities of individuals
  4. Provide accountability and feedback
  5. Ensure that the organization delivers on it’s value proposition to customers

If a coach can effectively do these five things, they will help any organization and team evolve, transform, and be equipped to sustain long-term success. This will ultimately translate into bottom line results.

Many of these principles, skills, and concepts can be applied in peer-to-peer, manager-to-employee, and employee-to-manager discussions where the purpose is to exercise influence and dialogue.

Related Services:

About the Author

CMOE Design Team

CMOE’s Design Team is comprised of individuals with diverse and complementary strengths, talents, education, and experience who have come together to bring a unique service to CMOE’s clients. Our team has a rich depth of knowledge, holding advanced degrees in areas such as business management, psychology, communication, human resource management, organizational development, and sociology.