Building an everyday coaching culture

‘They don’t even know the GROW model’: building an everyday coaching culture

Just this week a manager said to me: ‘Can you believe that our team leaders have had no formal training at all? Let alone coaching. They don’t even know the GROW Model.’

At Open Door we have been coaching for over 20 years. And based on our experience we can tell you that, it’s common to hear this frustration from L&D and HR Managers. And still very common for managers to be promoted to team leader positions. Particularly because they are subject matter experts. Thrown into the deep end, without any formal training.

In this Coaching Café we to discuss the best practices that underpin a coaching culture that drives success and growth.

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What if they don’t know the GROW Model

At the heart of this conversation lies a fundamental question: how do we cultivate a coaching culture. Particularly, when not everyone knows the ins and outs of the GROW Model?

The answer, as we’ve discovered, centres on a holistic framework that encompasses both strategic elements and the power of individual interactions. We call it the Coaching Culture Framework^TM

The top half embodies the strategic components – organizational values, visions, and the linkage between workforce strategy and coaching strategy. This structure sets the stage, guiding the organisation towards a unified vision of coaching culture.

Furthermore, the bottom half embodies the enablers – the practical implementation of coaching. This includes various levels of coaching, from individual to team coaching, internal accreditation, and leader-as-coach programs. And at the core of it all are the coaching principles – the glue that holds the framework together.

Importantly, this represents best practice. Listen here to the Air Force Case Study.

The Power of Asking, Listening, and Empathy

As we explore this coaching culture, the concept of asking, listening, and empathy emerges as a cornerstone. You can read more in this Harvard Business Review Article on the topic.

This trio forms the basis of effective communication and understanding within any organisation. Importantly, these practices transcend merely following a model; they’re about genuinely connecting and creating an impact.

Natalie recalls an essential point from her conversation with Sir John Whitmore, a coaching pioneer who said: Any one can read out the GROW Model questions. But that doesn’t make them a coach.

The coaching culture is not just about the mechanics. Importantly, it’s about embodying the principles and fostering genuine human connection.

How do you bring this into practice?

We stress that it’s not about waiting for the perfect moment or the ideal framework. It’s about integrating these practices into your daily interactions. Like we talk about on our Leader as Coach programs. A brief conversation; a few minutes of asking insightful questions. Truly listening to responses; and importantly demonstrating empathy, can pave the way for a coaching culture.

Let’s face it – building a coaching culture might seem overwhelming when people are not yet acquainted with the GROW model. However, as we highlight, the essence lies in the everyday. Engaging in conversations that exhibit these principles can lead to transformative shifts within an organisation. Importantly, it’s not about waiting for everyone to be well-versed in the model. It’s about creating an environment where authentic conversations thrive.

How do you bring this into practice?

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