Creating a coaching culture inside organizations: an overview from ICF

Giovanna D'Alessio, MCCInternational Coach Federation, President

• Founded in 1995.

• Largest global professional association

of personal and business coaches.

– More than 14,000 members in

over 90 countries.

Current Breakdown of ICF membership

What is the International Coach Federation?

What is the ICF stand for?

• Core Competencies

• Professional Code of Ethics

• Independent credentialing program

• Network of 6.100 credentialed coaches

• Consumer confidence

• Research

• Services to member coaches and clients

The significant problems we have cannot be solved at the same level of consciousness with which we created them.

89% of managers believe that employees

leave the company because of money, while

88% of employees leave the company for different reasons, such as:

• Bad management

• Lack of acknowledgement• Lack of senior leadership

• Communication problems

Saratoga Institute

Reason why employees leave

1. Interpersonal relationship issues

2. Inability to reach business goals

3. Inability to build and lead a team

4. Inability to change or adapt during a transition.

Center for Creative Leadership (CCL)

Reasons for derailment of leaders:

Longer working hours

More responsibilities, less promotions

Less focus on motivating people

The impact of the crisis

Source: McKinsey survey, July 2009 on a worldwide representative sample of 1,653 executives.

Increased level of stress

Less enthusiasm about one’s work

Middle management has been hit the most

Economic

turbolence

Uncertainty

Technology

Consumers distrust

Sense of

inadequacy

How can we make sure that our people can cope with changes, can

commit to making things happening,

and develop the competencies they need?

The ultimate challenge

Lack of engagement

Lack of accountability

Risk avoidance

“Don’t care about the company”

Lack of meaning

I can’t make mistakes

“Don’t care about me/us”

The paradigm of blame

Micromanagement

Trust

Inquiry

Listening

Engagement

The paradigm of self responsibility

Empowerment

Self responsibility

Self confidenceDeveloment

Coaching is partnering with clients in a thought-

provoking and creative process that inspires them

to maximize their personal and professional

potential.

Definition by the International Coach Federation

What is coaching?

Coaching is ultimately about, self confidence and self responsibility

…is one where coaching is the predominant style of

managing and working together, and where a

commitment to grow the organization is embedded

in a parallel commitment to grow the people in the

organization.

Definition by David Clutterbuck and David Megginson

What is a coaching culture?

Mindset #1:

Mindset #2:

Mindset #3:

Adopting a coaching culture means transforming current mindsets and behaviors

People are competent

Taking time to reflect and learn is a good investment

Developing myself and others is my job

A successful model for creating a coaching culture

• Coaching is integrated with strategic plan

• Senior group is committed to the new culture and support it

• The coaching culture and the company values

are aligned

• Top team are coaching role models (receiving

and giving)

Advocacy

• Top team challenges the basic assumptions

about leading and collaborating

• Building a business case for coaching and

engage all levels in co-creating the new culture

• Mindset transformation initiatives are offered throughout the organization

• Share success stories

Insight

• Integrate coach training for all

• Extensive training for internal coaches

• Coaches are accredited

• Coaches (internal and managers) receive

feedback on their coaching

• External coaches used as mentors

Skills

• Integrate coaching into processes

• Integrate coaching into performance management

• Rewards for knowledge sharing

• Set measurements for coaching

Systems

• Coaching as a core part of their development of leadership

• For the past 7 years, a trained team of about 70 internal coaches coached 3 senior BBC staff at any

one time

• 500 individual coaching relationships occur each year with BBC internal coaches

• Coaching Skills for Managers –3 day module

Success stories: BBC

• 87% thought it was successful in helping them be

more creative leaders at work

• 87% thought it supported them in making an effective and successful transition into leadership

• 86% of respondents felt the coaching was successful at improving their confidence as managers

• 77% reported it was successful in helping them lead better in uncertainty

Success stories: BBC

• The explicit mission: to create a coaching-centered

work culture

• 30 full-time professionally-trained coaches to provide

coaching to all of their people

• Train their managers as coaches.

Success stories: Deloitte

• Total service benefits at well over $115 million

• 94% indicate that coaching helped them to become

better at their current role or prepare for their next role

• 66% indicated that the coaching they received had a

direct effect on improving business quality

• 60% indicated that coaching had had a positive impact

on their business output.

Success stories: Deloitte

Contact the ICFContact the ICF

icfheadquarters@coachfederation.org

www.coachfederation.org