Success Enablers

Drawing from research and experience, we’ve identified four key conditions that enable a Coaching Culture to take root and flourish, resulting in improved performance and increased staff engagement.

01.

SLT Modelling

A crucial factor is having a Senior Leadership Team (SLT) that understands and models coaching and mentoring across the organisation. These leaders typically engage executive coaches to support their own development, thinking and behaviours and will extol the virtues of coaching and mentoring others.

This type of modelling creates the perception within the organisation that coaching is a normal, ongoing developmental activity for everyone, at all levels. Not just a short-term, remedial intervention to correct underperforming behaviour or to overcome problems.

Through personal executive coaching, these leaders advance their own coaching skills, which they then use to manage and develop those around them.

02.

Internal Coaches

By carefully selecting and training internal coaches, they can support the development of individuals across the organisation, either full-time or part-time alongside their main roles.

With the right business systems, supervision, and ongoing professional development, these internal coaches can support leaders and managers, model coaching behaviours, and accelerate the adoption of a Coaching Culture as a core leadership approach.

03.

Resilient Managers

It can be difficult for managers to delegate decision-making when they are accountable for the results. Delegating responsibility and authority often creates stress because outcomes are uncertain. Mental resilience is necessary to handle this pressure.

A Coaching Culture eases this burden on managers by building trust-based relationships. It establishes multiple feedback loops that catch setbacks or mistakes early, turning them into opportunities for growth instead of blame. This allows managers to delegate with confidence, freeing them to focus on broader goals and future strategy.

For the broader workforce, including those who don't manage projects or people, understanding coaching and mentoring principles can change how they view their roles. The pressure from being constantly directed on what to do, and the tension from needing to think or act independently in a directive culture, often eases. Coaching and mentoring principles give employees the freedom to think and work autonomously towards a shared goal.

For the wider workforce, including those who don't manage projects or people, understanding coaching principles can change how they see their roles and reduce the stress of having to navigate a directive culture. Coaching principles empower employees to think and work autonomously, while still working towards a common goal.

Coaching Principles Aware

04.

Coaching Principles

These ten core coaching principles serve as the foundation for building an effective Coaching Culture that fosters growth, accountability, and meaningful change.

  • Work together and learn from one another.

  • Help others by encouraging them to find their own answers.

  • Reflect on decisions and experiences to guide future actions.

  • See the bigger picture and how changes in one area impact others.

  • Understand your behaviours and take charge of your development.

  • Balance support with challenge to push beyond comfort zones.

  • Focus on developing long-lasting skills to handle future challenges.

  • Act with honesty, respect confidentiality, and remain professional.

  • Ask open-ended questions and encourage deeper thinking.

  • Set clear goals, but flex to new insights and circumstances. 

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