Best practice in implementing a coaching culture

Many of us across the Open Door Coaching Alumni are involved in introducing coaching into teams, business units and into our organisations with the view of creating a culture of coaching in the organisation. Furthermore, a best practice approach is being adopted that is based on the Coaching Culture Framework, designed by Open Door.

For example, you can listen to the best practice implementation of the Coaching Culture Framework into Air Force.

First released in Bring Out Their Best over ten years ago, the Framework has had several iterations. It is a feature of our Diploma of Organisational Coaching (10835NAT). In addition, it was significantly updated back in 2010 and a part of our re-accreditation process with ASQA.

With this in mind, we thought it would be a great idea to introduce you to review the concept of coaching culture and introduce the framework.

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What is coaching culture?

In the early days of thinking about culture within organisations, we adopted the simple definition of culture being “the way we do things around here”. In addition, we recognised that different departments, businesses and teams in an organisation can have similar or different cultures. However, our thinking about culture and the influence of coaching on the culture of an organisation has matured. Importantly, we think of culture being more of an emergent property. As a result, this means something that occurs over time. Furthermore, emerging from shared values, beliefs, assumptions, artefacts and rules about how to do things and what is important. And applicable across individuals, teams, divisions and organisations.

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Defining coaching culture

Therefore, we see a culture of coaching emerging as: many people in the organisation use coaching techniques and principals, including strong listening and questioning skills to bring out the best in individuals and teams. Furthermore, coaching is a common way of engaging in conversations, rather that telling people what to do, giving advice, mentoring and other techniques.

Culture (shared values, beliefs, rules, artefacts etc)

+ Coaching Skills

= Coaching Culture

Notwithstanding, coaching is not the only technique or methodology used in the organisation. In addition, it is not the only methodology or management/leadership tool appropriate in all situations. However, in a normal high performing individual, team or organisation the coaching principals and coaching tools are actively used.

A framework for thinking about the culture of coaching

There are a number of elements that support the emergence of a coaching culture within an organisation. We have captured these in the diagram below, called the Coaching Culture Framework.

The Coaching Culture Framework is split into two halves. Firstly, the upper half being those elements related to the strategy of the organisation and the decisions needed to set up coaching within the organisation. Secondly, the lower half which relate to elements that enable the implementation of coaching in the organisation. The middle element is a reminder that the coaching principles sit across all factors.

We use coaching techniques and tools to enable strategy

The implementation of coaching within an organisation is not a linear process. Alternatively, we each of the elements of the Coaching Culture Framework, interacting in a dynamic way. This enables the achievement of the organisation vision, values and goals. In addition, enabling the organisation workforce strategy (the upper half of the diagram). At this point, there is an important distinction to make and that is that coaching culture is not necessarily the ultimate goal. The goal of implementing coaching is to achieve the organisation values and vision. Along with the goals described in the workforce strategy. We use coaching techniques and tools to enable the strategy.

Implementation of Coaching

At the same time, successful implementations of coaching within organisations have been enabled by the organisation workforce strategy and organisation artefacts. These documents explicitly state the desire and need to introduce coaching activities. Furthermore, providing the mandate for the implementation of coaching in the organisation. Consequently, the elements of the ‘lower half’ of the diagram, enable the ‘upper half’ and vice versa.

Each of the elements of the Coaching Culture Framework are explained in the following webinar.

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Our programs

Coaching Culture Certification

Advanced Coaching Certification

Certificate IV in Workplace & Business Coaching

Coaching course Certificate IV in Workplace and Business Coaching (10834NAT)

Diploma of Organisational Coaching

Leader as Coach

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Belinda BeattyWestern Australia

I’ve learned a lot about myself and how to conduct conversations and am now confident to be able to perform a coaching session and have enjoyed a new sense of learning since commencing the course.

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Natalie MayNew South Wales

I’ve definitely grown personally as I’ve learnt new communication skills. I’ve started employing those skills in everyday work situations. I’m leading the way for my unit in adopting a coaching culture.

Anthony PalmerVictoria

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