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Leaders and Managers Should Adopt a Coaching Culture to Increase Workforce Engagement, Productivity and Initiative.

Here are 5 Fundamental Beliefs of a Coaching Culture that Increase Workforce Engagement, Productivity and Initiative.

Many organisational cultures occur with insufficient conscious intent and are simply a result of custom & practice, tradition, sometimes fear and frequently just unconscious habit. 

Organisational culture is created from a set of shared assumptions, values, and beliefs, which together, govern how people behave in organisations.

Leaders and managers have a pivotal role in influencing the culture of any business or organisation. This isn’t a soft, wishy-washy approach for mollycoddling staff.  Instead, it’s a way of influencing the way people think and act so that how they show up at work is more intentionally aligned to the organisational strategy, resulting in increased workforce engagement, productivity and initiative.

5 Fundamental Beliefs of a Coaching Culture that Increase Workforce Engagement, Productivity and Initiative.

Purposeful Conversation – In a coaching culture, we believe conversation is the bedrock on which any kind of change is facilitated.  Conversation is the means through which you successfully communicate your beliefs, values and expectations. Purposeful Conversation is the vehicle through which you both support and challenge staff to meet your expectations. Coaching conversations are focused on learning, discovery and feedback. Such conversations result in increased awareness, greater confidence and improved productivity.

Trusting Relationships – In a coaching culture, we believe that if you aim to influence behaviour through conversations where staff engage openly and honestly about their performance, then it’s essential to give time to building relationships, especially with your direct reports. When you express genuine interest in and care for staff, you support their capacity to be even more committed and loyal. Committed and loyal staff invariably demonstrate greater initiative.

The Optimistic stance - Having confidence in the potential and wisdom of the individual means that in a coaching culture, we believe everyone has unrealised possibility and capacity.  We take an optimistic stance that states ‘people are doing the best they can with what they have and know at this moment in time’. Most people want to do a good job – as leaders and managers, it’s our responsibility to create an environment that inspires people to do so. An optimistic approach, focusing on what is still possible, is far more motivating for staff than an approach that points to the half-empty glass.

Commitment to personal goals - In a coaching culture, we believe individuals will be far more motivated and committed to goals they have established themselves than ones handed down from above. Coaching conversations are about helping individuals understand the required outcomes and supporting them to identify the commitments to action they themselves can take to achieving those goals. This fosters personal responsibility as well as buy-in to agreed solutions.

The power of curiosity - In a coaching culture, we believe curiosity is fundamental for facilitating a learning organisation. When organisations strive to learn from experience, successes and failures are reviewed with genuine curiosity. Failures don't result in a search for who to pin the blame on.  Instead, in a coaching culture, we get interested in “what made it possible for this particular success or failure to occur?”. In being curious, we set aside judgement and this opens greater possibility for useful learning. 

What we believe as leaders and managers influences how we behave. When we adopt a coaching approach, our behaviour communicates a powerful message and is testimony to the extent to which we value people. People who feel valued are more likely to commit themselves to the goals of the business or organisation, leading to increased workforce engagement, productivity and initiative.

You can develop your coaching skills as a leader or manager on our two-day programme The Coaching Advantage.

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