Developing the leader as coach: insights, strategies and tips for embedding coaching skills in the workplace

Abstract

This article presents some practical insights, strategies and tips about how to help organisations embed leadership coaching skills in the workplace following participation by executives and managers in 'Leader as Coach' development programs. Given that organisations globally are increasingly using such programs as part of leadership development initiatives, it is important that we develop effective methodologies for teaching and embedding coaching skills in organisations. We argue that an evidence-based approach to program design and solid alignment with the organisation's goals, values and language are essential foundations for the process of embedding coaching skills. In addition to internally branding the program, using respected figures internal to the organisation as role models and champions and encouraging participants to personalise the coaching methods and models, we have found that regularly sending reminder tips on how to use coaching skills in emails or other web-based communications to be effective in prompting leaders and managers to use coaching skills on a daily basis. This article presents seven such tips and other ideas about embedding and sustaining leaders' coaching skills in contemporary organisational settings.

Characteristics of a coaching culture in leadership style: the leader’s impact on culture

“…But, for phases 1 and 2, according to the 3C model, this may not lead to success, because, inside the company, there is a lack of practice with involvement, consistency, responsibility, collaboration and positive team norms. All, too often, organizations invest time, effort and money in developing the coaching skills of their leaders and managers only to find that, despite initial high levels of enthusiasm, they fail to adopt the taught coaching skills in the workplace and end up slipping back into old command-and-control leadership behavior patterns (Grant et al, 2013). This is because ingrained behaviors are difficult to change (Prochaska, Velicier, Rossi & Goldstein, 1994).…”

Researching Organizational Coaching Using a Pilot Study

“…Grant and Hartley (2013) point out that, despite enthusiasm, money and a high level of deft skills, workplace coaching has not succeeded as much as it should because "ingrained behaviours are difficult to change" (p.102). They offer practical insights and strategies aligned with an organisation's values and goals to create a more successful implementation of leader as coach model.…”

“…A good business coach needs to be oriented to business strategy and to understand the complexities of organisations (Grant and Hartley, 2013). He or she needs to be aware of the process of reflection in the sense of bringing one's ideas to consciousness (Cain, 2009).…”

Coaching in organisations: how the use of fictional characters can develop coaching practice

“…Senior managers (who the students were) have identified leadership styles as being one of the most important influences on organisational culture (Grant and Hartley, 2013), and students invariably integrate a study of leadership within their coaching projects. Tim's response captured the essence of the students' engagement with the story:…”

“…In fact, I chose Bartleby for the students to read because the story typified a range of dysfunctional personalities, the kinds a coach might encounter in the office, characters who could be role models of apathy, anger and avoidance, and therefore ideal subjects for a sustainable coaching intervention. Grant and Hartley (2013) surveyed a range of coaching skills in the workplace and found that one of the most important influences on organisational behaviour was identifying positive role models. Melville's story of a lawyer/narrator faced with a group of dysfunctional legal 13 document copiers or clerks, and in particular, his new hire Bartleby, who soon starts to say little beyond "I prefer not to" when asked to carry out any of his tasks, seemed the embodiment of a case study for coaching students.…”