Strategy and Culture

Transitioning To A Coaching Culture

It is our opinion that in the future, the defining metric for organizations won't be
ROI (Return on Investment), but ROL (Return on Learning) - Salim Ismail

Research undertaken in the Bersin by Deloitte report "HR Technology Disruptions in 2016 – How the World Has Changed" revealed that:

  • Culture and Engagement is the number 1 Top Talent Challenge in the Global Human Capital Trends. Number 2 is Leadership Gaps, and number 3, Learning and Development
  • 95% of candidates believe culture is more important than compensation
  • Performance management is being radically reinvented into a process of continuous management and feedback
  • Coaching is identified as the number 1 process of the Top 22 Best Practices most highly correlated with impact

As the use of organisational coaching evolves, there is a significant shift in where the coaching investment is made, so that coaching becomes more widely accessible at all levels of the organisation. Until fairly recently, coaching in organisations was mostly focused on developing key individuals for senior leadership positions. A much-needed systemic approach is now being adopted, as coaching is embraced as a primary enabler for high performance at all levels.

Transitioning the current culture into that of a coaching culture is the focus of many global organisations, and the requirement to instil this is more often being included as part of the performance requirements of leaders. A coaching style approach for "doing business" is being implanted in how they manage, lead, hold team meetings, interact cross-functionally and engage with stakeholders. Organisations in South Africa are now beginning to follow the global trend in this regard.

However too often coaching is seen as an end in itself rather than as a means to an end. For an organisation to really benefit from system-wide coaching it has to develop a coaching strategy that starts with the end in mind. This begins with the organizational strategy, and is based on an understanding of how the organization's current and future stakeholders need to develop to create greater value.

Many people confuse a coaching culture to mean an organisation where a lot of coaching takes place. These two are not the same thing. A coaching culture is about more than the formal and informal coaching and mentoring inputs taking place. Rather it is crucially about the alignment of all of these inputs when individuals and teams collaborate to create value-creating change for the organization and its wider system. Important information, new perspectives and innovative solutions will arise from the various coaching-type conversations taking place in your organization.

A coaching culture approach aids effective cultural change by aligning senior leadership with the vision and purpose of the organization, delivers team and organisational learning, , increases the engagement of staff and stakeholders in the enterprise of the organisation and supports the delivery of the core strategy. It's a process that takes time and careful planning to implement successfully, and is difficult to manage entirely from within the organization.

As external specialists, Metaco's consultants bring their expertise in coaching, leadership development and transformational cultural change management, and an 'outside-in' viewpoint. Internal change champions bring their extensive knowledge of the organisation and an 'inside-out' viewpoint. Working in partnership, the journey towards integrating a coaching culture is uniquely defined, strategized and co-created for each organisation embarking on this journey.

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Metaco's approach to coaching is robust and challenging as well as up to international standards...

Group Deputy Chairman, Services Industry