“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
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