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CAKE PEOPLE DEVELOPMENT takes on eras ltd people development consultancy.

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Your culture is your brand.

By Shelley Measures, Jul 4 2018 11:41AM

The organisations we work with which have created and sustained a coaching culture where managers use a coaching style as standard, report many benefits, from increased employee engagement and the ability to successfully resolve conflict, to increased productivity and performance.


So, it’s understandable that when polled, almost 70% of businesses said they use coaching. However, this doesn’t necessarily mean that a coaching culture is in place, as frequently coaching is used on a one to one basis and often only for senior members of the team.


There are some key factors to take into consideration when implementing a coaching culture. It’s an ongoing voyage, one that requires sound building blocks of internal coaching capability so that over time, it is sustained, and capability is scaled up, so the coaching culture becomes the broader organisation culture.


1. Top Team Buy-In


For any project to work, and especially when introducing a coaching culture, the top team need to be fully engaged and on board. It needs to start at the top and then flow through the rest of the business. This is key to establishing and approving the business benefits for introducing a coaching culture. They are your advocates and will set the example of the desired behaviours.


At CAKE, we will always suggest starting with an Executive Team Coaching Programme; it proves to be the best basis for buy-in for the project.


2. Who are your champions?


The buy-in has been established and the example set, but who will champion the project? Your line managers are your champions and essential to the success and longevity of the coaching culture. It’s your champions who you will depend upon to make sure the coaching programme is put into effect, so it is vital they have the tools and skills they need to build on the coaching programme. Although not essential, we will suggest that a core team of managers achieve a formal qualification, through either the ILM or CMI.


3. Embed the programme.


A culture change is not sustainable unless there is a clear purpose. Whatever your business objectives are, they need to be communicated, so it is clear to all stakeholders what their role is and what is expected of them. The core team is the key component to create an environment that allows the culture to embed, to establish its roots.


4. Bust the myths.


It is so important to open conversations around coaching, to help your managers and executives understand how to use coaching and mentoring effectively as part of everyday working life. Be transparent, collaborate across all business units and tackles the challenges and bust the myths along the way.


It can feel like a massive task with so much to consider but by working with you, CAKE can advise, recommend and design a combination of strategies to ensure your coaching culture becomes standard practice which will ensure the maturity, success and longevity of the project.


As the saying goes.. ‘No one said it was going to be easy, but it’ll be worth it.’


For further information on our coaching and mentoring programme and interventions or for information about the East of England Coaching and Mentoring Conference – The Coaching Conversation 2018 call The CAKE Team on 01603 733006












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