Developing a coaching culture

Abstract

Purpose The aim of this paper is to focus on how to create a coaching culture in organizations through coach training and external coaches. Design/methodology/approach The writer draws on her experience in corporations as a board director and as a consultant to organizations in the field of coaching. Findings Conclusions are drawn about the effectiveness of coach training over external coaches and the best ways of implementing a coaching culture. Practical implications Advice is given regarding: the principles of a coaching culture; how to launch a coaching program; a ten point plan for implementing a coaching culture; how to choose external coaches; how to choose coaching skills training; challenges of coaching in the workplace; informal coaching in the workplace; and uses for coaching skills in the workplace. Originality/value The writer's broad experience of designing and delivering cross cultural coaching programs, and as a board level director, enable her to challenge existing concepts, to offer original solutions and to describe the pitfalls inherent in implementing any coaching program.

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