Gillian Jones - How to Create a Coaching Culture

This book is a must for any organization considering embedding a coaching culture. It provides valuable insights on planning, engagement and measuring success through practical models, insightful questions and ideas to help you achieve a coaching culture. It has helped us to ask a number of key questions, boost stakeholder engagement and map where to embed coaching in the employee lifecycle, as well as review what the right measure of success is for our business. Its accessible content and style allow you to dive into what you need, when you need it. Rosie Ranganathan, People Director, England and Wales Cricket Board (ECB)

This new edition is both a gripping read and practical guide with profound expertise on how to establish a coaching culture within an organization. The book makes no assumptions about prior subject knowledge and outlines how to align strategy with a coaching culture and engage with board-level executives. Its an excellent practical guide and compass with rich resources, checklists, references and models on how to create a roadmap, engage with a system to bring about the desired behavioural change and measure successes. Christian Hug, Senior Director, LifeWorks & Inclusion, leading media company

Whether you work in HR, are a seasoned executive or someone just commencing your career journey, this book is a must for those of us who want to not only get the best out of our people but also the best out of ourselves. Adrian Robinson, Managing Director, Azure HR

How to Create a Coaching Culture is a rare balance of insights on strategy, culture, employee experience and coaching, mixed with practical operational tips and resources for anyone who wants to go on the journey of creating a coaching culture. The examples and approaches given here enable us to create purpose, and drive results in a simple and efficient way. This is a must-read for businesses who want to create a sustainable learning culture, where people are valued and where we can measure how much this experience can increase business efficiency. Suzie Lewis, Managing Director, Transform for Value

Gillian and Ro have created a comprehensive guide that asks all the right questions and provides tools and guidance to enable success. From helping to define and articulate your culture, allowing you to develop the right strategy for your organization, and assistance with measurement tools for evaluating coaching and ROI, all bases are covered. For me, this will not be a book that is read and then sits on the shelf; it will be a well-used resource in my office. Crystal Murphy, Executive General Manager People, ABN Group

HR FUNDAMENTALS

Second Edition

HOW TO CREATE A COACHING CULTURE

A practical introduction

Gillian Jones and Ro Gorell

Publishers note

Every possible effort has been made to ensure that the information contained in this book is accurate at the time of going to press, and the publisher and authors cannot accept responsibility for any errors or omissions, however caused. No responsibility for loss or damage occasioned to any person acting, or refraining from action, as a result of the material in this publication can be accepted by the editor, the publisher or any of the authors.

First published in Great Britain and the United States in 2014 by Kogan Page Limited

Second edition published in 2018

Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licences issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned addresses:

2nd Floor, 45 Gee Street

London EC1V 3RS

United Kingdom

www.koganpage.com

c/o Martin P Hill Consulting

122 W 27th St, 10th Floor

New York NY 10001

USA

4737/23 Ansari Road

Daryaganj

New Delhi 110002

India

Gillian Jones and Ro Gorell, 2014, 2018

The right of Gillian Jones and Ro Gorell to be identified as the authors of this work has been asserted by them in accordance with the Copyright, Designs and Patents Act 1988.

ISBN 978 0 7494 8327 2

E-ISBN 978 0 7494 8328 9

Typeset by Integra Software Services, Pondicherry

Print production managed by Jellyfish

Printed and bound by CPI Group (UK) Ltd, Croydon, CR0 4YY

I would like to dedicate this book to my husband Ryszard for putting up with me asking him to read yet another chapter!

Ro

This book is dedicated to Elly and Lawrence for proving it is possible to coach your children to success.

Keith Williams for never questioning why I was working late into the night yet again and for his meticulous editing!

Gillian

Downloadable resources are available atwww.koganpage.com/CoachingCulture

This book was originally written in 2008 at the same time as 50 Top Tools for Coaching. Kogan Page looked at both books and their feedback was that they would publish 50 Top Tools immediately but, whilst they really liked the content for this book, they werent sure that there was a big enough market for it. They were right at that time organizations were beginning the debate around why empowerment was important and how to engage their people but the concept of a coaching culture wasnt widely on the agenda. When Kogan Page suggested a second edition of 50 Top Tools for Coaching, however, we mentioned this book again and they agreed to publish it; four years on, the HR world had really woken up to the fact that empowerment wasnt a fad, that an autocratic style of management was not going to encourage the creativity required to drive businesses forward in a recession and that making the most of the resources they had could be achieved by a coaching culture. We had thoroughly enjoyed our experience on the first book and therefore (even though Ro had since moved to Australia) we settled down to attempt co-writing by Skype!

We can both remember clearly where our passion for changing organizational culture came from a real light-bulb moment when, after years of working with organizations to implement initiatives to improve performance, we recognized that individual behavioural change was the very obvious answer and not the activity-based programmes clients repeatedly asked us for. Why it hadnt occurred to us before is a mystery but, like many organizations, we just got so bogged down in implementing these programmes that we didnt put our heads high enough above the parapet to recognize that we were not dealing with root causes but were simply putting sticking plaster over sticking plaster on top of the problems without determining the real issue. We had both spent many years training managers how to coach their team members and they were achieving good results, but the organization still didnt seem to be experiencing the sustainable change that was needed. Not that we ever thought a coaching programme would provide sustainable change but we did always feel there was more that could be done. We sat down one day to discuss our analysis and findings and came up with three significant conclusions: