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Setting the virtuous circle of coaching in motion

 

ADUKG partner, BlessingWhite, recently undertook an in-depth study into organisations’ different approaches to coaching and the impact they have recorded it having on their own business. Many organisations, of course, aim to foster a fulsome coaching culture, with managers who not only ‘sit-down’ with their reports to feedback on progress, but who actively coach these individuals towards greater performance.

 

What this research showed was that there is a strong (and perhaps unsurprising) correlation between managers who received coaching themselves and their own commitment to coach their reports. Some 76 per cent of managers who stated that they didn’t receive coaching from their own line manager agreed with the statement “I love to coach”. By contrast, 83 per cent who had received active coaching from managers agreed with the same sentiment. Managers who had, themselves, been coached also committed the right amount of time to coaching individuals – 65 per cent agreed with the statement “I spend about the right amount of time coaching team members”, contrasted with 54 per cent who did not receive coaching.

 

The greatest distinction, however, was around the expectations and belief managers held and believed they operated within. BlessingWhite found that 69 per cent of managers who aren’t coached stated that they are personally expected to coach and develop members of their team. By contrast, a huge 90 per cent of coached managers expected to coach and develop others.

 

                                    

 

What this research ably demonstrates is the virtuous circle that can be created when coaching is actively embraced by the whole organisation. It also underlines the key importance of middle managers in making sure this coaching culture is firmly entrenched and practiced; supported – of course – by the commitment of the organisation at large.

 

This was shown in the survey’s finding of a gap between organisational belief in, and practice of, coaching. The results found that 64 per cent of managers stated an established belief in coaching as a driver of high performance, but also showed that only 55 per cent had actually received coaching from their immediate manager.

 

What is clear, then, is that for coaching to be truly effective, it needs the firm buy-in of the organisation, matched by the commitment to actually implement by the organisation’s managers and decision makers.
 
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