Team coaching helps a leadership team drive cultural change at Caterpillar

Abstract

Abstract Team coaching readied NACD's top leaders for a broad cultural initiative, showing them how to be more effective with each other, and then how to drive behavioral change across the business by embodying the principles of service. The three‐phase initiative included coaching activities such as peer feedback, individual coaching engagements, in‐the‐moment group coaching, and coaching skills training. The leadership team dealt with its nonproductive habits of interaction; gained deeper insights about the individual and organizational behavior changes needed to implement a customer‐centric culture of service; defined and held each other accountable for new behavioral norms; and instituted processes to make its discussions and decision making more effective. © 2008 Wiley Periodicals, Inc.

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