Create a Coaching Culture: ChecklistA summary from the ILM Coaching Survey 2017 and Forbes Magazine 2017 - 20 options to consider if you really want to create a culture of coaching.

1.  In house training for coaches or consider coaching qualifications
2.  Include coaching skills on management development programmes
3.  Give one to one training on how to coach
4.  Provide a support structure for coaches
5.  Create a band of internal coaches who are not all line managers
6.  Encourage a broad focus on both personal development and business skills
7.  Lead by example
8.  ASK questions
9.  Offer hands on coaching from an expert - an expert pool
10.  Start at the top
11.  Just do it: educate, coach each other
12.  Weekly group coaching sessions
13.  Build a coaching routine e.g. 1 day a week give 30 minutes 1 to 1 coaching for your team
14.  Make managers accountable: clear goals, time and resources
15.  Ask more questions than you answer
16.  Strategic: make it part of your talent management strategy
17. Live it: training, feedback, evaluation, mentorship programmes, rotate leadership opportunities
18.  Lunch time drop in sessions to be coached
19.  Gain buy in by practice first
20.  Offer reverse mentoring for senior managers: a young person who can spend time "educating" the seniors on current attitudes to work.

 

 

According to the latest research both Maslow and Hertzberg are no longer valid, which comes as a shock to most managers who have been trained in both theories for many years. Recent research shows that employees are motivated to perform well if there is a performance culture within the organisation and that requires:
1.   That employees feel like meaningful participants in the strategic direction of the organisation, rather than victims
2.   That employees embrace change, rather than fear it
3.   That employees are performance and outcome focused
 
The proposition is that managers can't manage culture but they can manage aspirations, and that cultures are always in flux, never a steady state.

The key factors for a performance culture, where people are motivated to perform well are:
 

• Targets work to create new norms; setting the right targets creates the right culture
• An   over   focus   on   the   performance   management   system   itself   is   negative; organisations tend to focus on following the system, which is a mistake. Focusing on hearts and minds works far better
• Managers must deal with poor performance as leniency erodes culture
• Ultimately  the  organisation  will  get  a  normative  approach;  those  who  want  to perform do, but those that don't won't.

 
Performance pay is an important part of a performance culture BUT it must be seen to be both procedurally and distributively just and FAIR.
 
Relational rewards (e.g. work / life balance) may be more effective in building a performance culture (rather than transactional rewards: pay / tangible benefits).
 
Women are more amenable to performance pay. They value it more than men.
​Discuss.