Best practice suggests that the implementation of a Leader as Coach or Manager as Coach program into organisations, provides the essential catalyst for the rollout of coaching.
Air Force call it the ‘force multiplier effect’. Meaning, coaching a group of people to go out and implement coaching conversations in the workplace.
This week on the Coaching Café we continue our discussion around implementing a culture of coaching. Particularly by looking at the very important element – the implementation of Leader as Coach or Manager as Coach programs.
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The force multiplier effect of coaching
When we think of scaling up the coaching within an organisation we think about the term used at Air Force. We’ve taken the term ‘force multiplier effect’ to mean the one-to-many approach. This means that one person can coach their team of 20 people. Who in turn go and coach 20 more people. Applying this to the Leader as Coach format, I can coach 20 people in a 1-day training program, who can go out and make a difference to many more people. This is the approach that many organisations have taken. Furthermore, is it best practice.
But why do we need Leader as Coach?
Good question! We still find managers take on too much of their team’s work. They are not delegating. Furthermore, they are doing all the problem-solving. In addition, they need help with managing different personalities. Ultimately, we want them to be growing and developing their people. And bringing out their best. That’s why we need to create every-day coaching conversations. As a result, Leader as Coach is a great place to start.
Choosing the right coaching tools
Coaching leaders to become coaches is not new. It is a vital step in building a culture of coaching. However, the challenge is to pick the right tools to include in a Leader as Coach program. Particularly since these are the tools that we want to make common practice across the organisation. With this in mind, we share our ‘top 5 coaching tools’.
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