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Coaching Cultures

The key to creating coaching cultures is to harness the power of the entire organization learning how to coach and be coached. Crane Consulting has defined and refined this powerful developmental process.

For a coaching culture to take root in the organization, the senior executive team must "own" the change process, demonstrate their "coach-ability" and be engaged in developing people as the lifeline of the business.

360° Coaching strikes a balance between Reinforcing what is going well, Enhancing what needs to be improved, and Developing people where they are committed to grow.

In coaching cultures, people feel part of the larger whole – they are part of ONE TEAM.

Coaching Cultures

Our vision that our clients find compelling is...

In a COACHING CULTURE, all members of the culture courageously engage in candid, respectful coaching conversations, unrestricted by reporting relationships, about how they can improve their working relationships and individual and collective work performance.

All have learned to value and effectively use feedback as a powerful learning tool to produce higher levels of personal accountability, professional development, high-trust working relationships, continually-improving job performance, and ever-increasing customer satisfaction.

Creating a Coaching Culture is a long-term process for building capacity to create and sustain high-performance organizations. Many companies are realizing the power of coaching as a potent leadership and management tool. Coaching skills for leaders, managers and supervisors are seen as an increasingly common requisite for High Performance. After all, leaders get what they coach to.

The Steps to Developing a High-Performance COACHING CULTURE
  1. Advocate – positioning with Executive Leadership – successful change initiatives need top leadership owning and championing the process
  2. Needs Assessmentreal issues and workshop agenda are created from online instrument and/or anonymous interviews
  3. Pilot Workshop – gain feedback from cross-organizational group who assesses how best to position process and content
  4. Executive Team – they become role models, advocates, and champions by having their fingerprints all over the process for it to be optimally effective in creating a true and credible transformation
  5. Prepare Internal Facilitatorscertify line and staff personnel who will work as partners with business units/departments and conduct the workshops in their respective lines of business
  6. Rollout Workshopsbusiness leaders are present and engaged in co-leading portions of workshop, making it their own
  7. Measurementsscorecard goals vis-à-vis coaching – each person and team creates a set of coaching goals to focus upon as the coaching process is implemented – our NEW Coaching Culture Assessment provides baseline data to measure change across the team or organization

Finding an Advocate:
It is important to identify an influential leader who will advocate and support this message about Coaching Cultures and their benefits to the Executive Leadership Team. Only out of their readiness and willingness do we proceed.

Needs Assessment & Executive Report of Findings and Recommendations:
We conduct cross-organizational confidential interviews (anonymous feedback) to assess strengths and challenges of current culture, plus administer the Coaching Culture Assessment. This information is used to design the scope, timing, and business case for the initiative. We report back the data including our interpretation, plus recommendations for how the intervention could proceed.

Pilot Workshop:
A cross-section of participants (senior leaders, functional and/or line managers, HR, OD, etc.) experience the full multi-day culture-shifting process, and provide evaluative feedback that is used as the basis to modify (as needed) the implementation design. This pilot group can become an advisory group to guide the process going forward.

Executive Team:
Senior leaders go through our culture shifting process to gain mastery of the coaching process, and more deeply appreciate their role in championing the change process. We align the central messages with organizational values, leadership development curriculums, etc. to ensure optimal integration of coaching into the fabric of the culture and business practices. We usually advocate one-on-one Executive Coaches to work with the Executive Team at this point.

Internal Facilitators:
We select and certify internal facilitators (HR, OD, line managers, and senior leaders) to deliver the coaching workshops. We create processes for this team to learn and grow in their effectiveness as facilitators as the process unfolds.

Rollout Workshops:
Leaders play a key role in co-leading the rollout workshops for each Line of Business, Plant or Functional Unit. It is critical they are highly visible and out in front leading the change process. Their vulnerability and willingness to openly work on developing themselves is one of their most powerful sources of authentic leadership power.

Some clients elect to utilize a guiding group of advisors (the Pilot group) or specific Action Teams as the change process unfolds. They check in with people, support the facilitators, coach or work with the senior leaders, etc. and play a grounding/reality checking function for the engagement team. The key is ongoing dialogue and continuous learning.

Measuring Success:
While working with the Executive Leadership Team, we will have crafted a Coaching Culture Assessment (see on our instruments page) that fits the business strategy and connects into business objectives of the organization. This “scorecard” will be monitored on an ongoing basis by the Executive Team, and made a part of HR metrics that reward and compensate employees. Its purpose is to make a clear connection between business success and coaching interventions that occur between individuals and teams.


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Competency Two: Customer Focus

Customers are the life-line of the organization. Business practices are established to pro-actively seek, verify, understand, and positively respond to challenges identified in customer feedback, and follow-up with (internal & external) customer stakeholders to ensure satisfaction.

Competency Three: 360° Coaching

A coaching culture incorporates coaching up (to your Boss), laterally (to your Peers), and down (to your Direct Reports), and encourages people to coach outside their management ‘line of sight’. Coaching conversations make it easier for people to talk about what is important in their jobs and in serving the strategy & mission of the organization.

Competency One: Leadership

Leaders set the tone, pace, and expectations for a culture as they inescapably role model what is expected, desired, and/or tolerated in the company. People assume permission to do what they perceive is modeled by their next level of leadership. Leaders model being a “coach practitioner” engaged in continuous learning about what it means to be a coach.

Competency Five: Systems Integration

All Human Resource Systems that impact people (recruiting, training, performance evaluations, promotions, compensation, personal development plans, etc.) have directly integrated coaching principles into their practices. The systems support and encourage coaching as a way of life.

Competency Four: Learning & Change

People are expected to have learning conversations with all teammates that result in more understanding and support for one another, more cohesion and trust, easier resolution of conflicts, and more results for the organization. People safely challenge ideas and decisions, lessons learned are shared more easily, risk-taking is enhanced and the organization becomes more effective and efficient.

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