4 Benefits of Developing a Coaching Culture

4 Benefits of Building a Coaching Culture:

If your ultimate vision is of an organization brimming with superior thinkers and doers, teams of people inspired with joy and resolve toward their common purpose, then begin developing a coaching culture. Once basic required skill competencies have been assured, a team is ready to be coached.

Effective coaches learn to ask open-ended questions, helping their teams discover through guided queries and feedback rather than using a 19th century assembly-line approach of task check-lists and intensive management scrutiny.  In a coaching culture there exists a shared expectation and respect that individuals possess the ability to think through possible actions. Undergirding the concept of coaching is a respect for our colleagues and their ability to stir up their personal freedom to perform and to choose their course. Shared decision-making and creative inspiration replaces employees biding time waiting to ask for instruction or approval.  When leaders learn to coach, they learn to pause, wait, and listen, rather than always providing expedient answers.  They learn how to ask questions that truly develop the individuals on their teams, rather than stultifying them with pat answers that could impede creative new strategies.  Leaders that have spent the time and effort learning how to coach, teaching their teams coaching competencies, list these benefits:

  • A coaching culture saves time (ultimately),
  • Coaching organizations may reduce employee turnover,
  • Using coaching skills makes leadership roles less stressful,  more fulfilling, and
  • Coaching-competent teams promote the odds of goal achievement.

1)  A Coaching Culture Ultimately Saves Time:  When employees have been coached themselves and learn to coach others, this saves teams time.  On behalf of the leaders, not having to stop and “tell” everyone what to do, how, when makes for effective and efficient use of their energies.  A coaching culture means people have been trusted to make good decisions by guided inquiry rather than waiting, suspended in time, for managers’ instructions.  Leadership efforts can be placed on promoting steps toward the strategic plan instead of day to day “putting out fires” because knowledgeable employees have felt empowered to make necessary improvements at the point of service.

2) An Organization with a Coaching Culture Experiences Improved Employee Engagement:  Every leader would like to reduce employee turnover of the preferred kind of employee:  those stars that choose to think clearly and grow, learn, adapt, and work toward the shared organizational vision. People that have been coached know that their leaders value and trust their ability to think and to find the answers, and are confident that they are respected.   Personnel that perceive the freedom to act within shared values and mission-connected guidelines rate their autonomy highly in soaring employee engagement and tenure.

3) The Leader/Manager’s Job is Easier and More Fulfilling: Your management/leadership role is less stressful if team members and colleagues see themselves as powerful people able to influence changes in their workplace.  In  healthcare coaching cultures, team members serving at the point of care conduct themselves as assured professionals.  The same attitudes, competencies, and skills learned in coaching education and practice are those that lead to effective interdisciplinary teamwork and shared governance.   Effective team members are coached to self-manage, developing self-awareness, recognizing their internal locus of control as they gain knowledge and skills.

4)  Coaching Organizations Develop Higher Probability of Strategic Plan Achievement:  Patients and families that experience care from competent calm experienced professionals are more satisfied, and better apt to understand and follow care instructions.  What potential patients (all of us) wouldn’t want to be served by those that enjoy their work and can make professional decisions with alacrity, thereby increasing efficiency efforts?  Workforces ready to reflect, develop, make decisions, offer and receive feedback, are energized to work effectively toward shared goals, and raise the odds of success.



What does it take to develop coaching skills?

Being coached yourself is the best first step. Contact Ruth Hansten for information, at Ruth@Hansten.com, or 360.437.8060.

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