Culture can be defined as the innate character of your organization. It is the unique blend of tradition, behaviours and attitudes that combine to create an operational aura that pervades daily transactions between employees and with customers.
Establishing and maintaining company culture can only come from the top of the organization, for it is the ‘nerve centre’ from which middle managers and employees take their cue. Leading by example, management can inspire workers to take pride in their work and establish a sense of purpose that ultimately benefits both the company and its employees alike.
While disparate coaching initiatives alone can boost employee performance, the notion of a ‘coaching culture’ is one in which a company seeks to methodically enhance the skills of its employees through regular training and feedback channels. The goal of any such initiative is to energise the workforce so that in time each individual becomes an ever greater asset to the business.
In order for any such endeavour to be successful, company leadership must exhibit a willingness and passion for developing their team members. This enthusiasm must permeate the entire organization, and middle managers must be encouraged and trained as necessary to coach and develop their respective teams without unduly interfering with the flow of everyday commerce.
At its core, a coaching culture is about delivering tangible results over time. It goes hand-in-hand with the development of employee loyalty in so far as this is possible at a time of economic prosperity and job opportunity.
The fundamental approach to nurturing a coaching culture is for every employee to be treated as an individual with specific coaching needs that are aligned with his or her position and career path within the company, as well as the organisation’s overall business strategy and operating model.
To an extent, the employee should be encouraged to make their own decisions as to the type of coaching that would realise the most benefit. This approach is typically used to keep the worker accountable for his or her success. The coach acts as a guide who is aware of both the employee’s strengths and weaknesses, as well as the optimum path towards improvement. The coach essentially uses the Socratic method of questioning rather than instruction.
Contemporary models of coaching tend to move away from traditional classroom environments and into a more hands-on, ‘learn as you go’ environment that is geared towards achieving a specific business outcome through on-the-job training and expert mentoring.
In developing a coaching culture, it is essential that everyone within the organisation is ‘on the same page’ as to its function and purpose. Successfully achieving this goal means integrating every day coaching into your overall talent management strategy and being able to measure the tangible results of these efforts in terms of increased productivity and overall customer satisfaction.
