Coaching Programme
‘ Helping others to help themselves is far better than solving their problems for them’
Background
A housing trust decided to adopt a coaching culture throughout the organisation. Infrastruct ran two coaching masterclasses for senior managers and middle managers to become familiar with the impact that coaching can have in changing ethos and in improving individual performance.
Our preparatory online baseline survey found the trust had similar levels of coaching behaviours with a national benchmark, and highlighted better results on ‘using ideas’ but less good results on ‘finding training and development opportunities’.
Our Interventions
The masterclasses diagnosed the organisation’s readiness to take on coaching as a core pillar of its management culture and examined the nature and role of coaching behaviours. They then explored some of the key coaching behaviours and skills managers can adopt in their role as coach managers.
OutcomeFeedback from managers attending the masterclass showed that the trust has a suitable foundation for coaching and paved the way towards developing further coaching behaviours.
|
| Fact File: |
|
|---|---|
| Service: |
Coaching |
| Client: | Housing Trust |
| Location: |
North West |
Example Coaching Slides
“A coaching culture is one where coaching is the predominant style of managing and working together and where commitment to improving the organisation is embedded in a parallel commitment to improving the people “ (Clutterbuck & Megginson, 2005) It’s an organisational setting in which not only formal coaching occurs but in which large proportions of the organisation practice coaching behaviours in order to support, influence and relate to one another. Developing a coaching culture is a long term strategic initiative, requiring support throughout the organisation, linked to performance evaluations and rewards.
