Coaching development

Coaching development is an increasingly important tool for organisations seeking to remain competitive and grow their business.  In an uncertain, fast changing operating environment, organisations need to constantly raise the bar in terms of organisational performance if they are to continue to compete, deliver excellent services, and sustain success over the long term. Coaching is a highly effective way of improving organisational performance by improving individual performance.

When coaching skills are built into an organisation, it creates a capacity for coaching that will improve over time. The more that the resource is used the better it becomes – coaching skills improve with practice. When coachees become coaches they already have an insight into the process.

There is also the advantage that linking other training interventions with coaching creates a bigger impact – than delivering that training on its own.

The aim of coaching development is to create an environment in which coaching is not seen as a remedial exercise, but as a critical responsibility for managers, where there is an expectation that individuals at all levels will receive coaching in the normal course of their work.

Those organisations that set out to develop a coaching culture must create the capacity and capability to deliver coaching throughout the organisation. That means proactively equipping managers through formal training and development, so that they know when to use coaching and when not to. A process that must be driven by senior management at the very top of the organisation.

Training and qualifications for coaching development

Some people are naturally good at coaching, but all coaches need to become "consciously competent" build practical coaching skillsets, and continually strive to improve their own performance as a coach. Having specific training and qualifications for coaches encourages a professional outlook on coaching, with formal processes and evidenced aims - clearly identified preparation, objectives, reviews and monitoring.

Coaching for managers?

We have seen a shift in the role of the manager, from "manager as expert" to "manager as coach". As managers come under increasing pressure to do more with less, they are more accountable for team performance – and organisations recognise that they must provide the tools to improve that performance. Rather than simply sending individuals away on training courses – effectively delegating responsibility for their development – more managers are being given the responsibility for the development of their direct reports through coaching.

By developing managers as coaches, organisations encourage and enable them to look at an individual’s performance and to take responsibility for improving that performance. They also get away from the misconception that coaching is something they can be tackle by unskilled individuals on an ad hoc basis. Managers learn that coaching requires a disciplined and structured approach - specific planned interventions using precise techniques within a formalised process.

The concept of the "manager as coach" also places more responsibility onto individuals to participate in and contribute to their own development.  The "manager as expert" approach drives passivity, whereas coaching increases everyone’s accountability for the performance of the organisation.