“Healthy organisations induce behaviour. Unhealthy organisations compel it”

Dee Hock





Coaching Culture: A Checklist for Success Factors

To help you assess what it will take to develop a coaching culture for success in your organisation, take a look at the checklist below (also available in MS Word format so that you can complete it electronically).

Put a tick in a column against each of the 11 factors indicating where you or your organisation seems to be now, and a cross for where you would like to be.

Current Reality

A whole systems approach









A functional and/or fragmented approach

Focus is on the purpose of the business – creating and adding value









Activities become ‘ends in themselves’

Commitment and action from the top









The top are not always ‘walking the talk’

Managing change - founded on principles and skills









Managing change – as an expedient

Openness – to feedback, to challenge









Unthinking defensiveness, resistance

Overcoming barriers to learning









Not acknowledging barriers to change

Time for reflection and learning is valued









Action and speed always more valued

A willingness to challenge everything









Challenge is seen as too risky – ‘career limiting’

A belief that an organisation is its ‘people’









Seeing ‘people’ as resources

Healthy alignment between individual and organisational goals and values









Poor alignment between individual and organisational goals and values

A willingness to share knowledge









Knowledge is power and in the hands of a few

Long-term & sustained


Short-term & transient

There is strong evidence to show that the factors in the left-hand column are consistent with an organisation more likely to sustain success over the long term. Organisations which identify more with the right-hand column are likely to achieve transient success, at best, and to fair less well over the long term.

How does this help? If you are more identified with the left hand side a move to a coaching culture could be seen as a natural next step. If you are strongly identified with the right hand side developing a coaching culture would undoubtedly help; the question is whether it was a genuine ambition or just another tactic or expedient.

How do you assess your company?

√ = Where organisation is now

x = Where organisation might aspire to be

Which are the key factors?

Which of these factors are you most able to influence and how?

© Transition Partnerships 2005
Website by amree.com