Why Should You Consider Building an Internal Coaching Culture
Chief Guest Speaker:
Magdalena Nowika Mook, CEO of the International Coaching Federation – Magdalena brings experience in fundraising, coaching, and consulting and association management. Currently she offers her vision and strategic direction as the CEO of the International Coaching Federation (ICF), where she acts as a partner to the Global Board of Directors since 2005.
Debashish Ghosh, Vice President and Country HR Head, Berkadia – Senior Human Resources professional with over 18 years of experience in managing end-to-end functions in HR. Prior to joining Berkadia, he was associated with GE and Genpact.
Ritu Malhotra, Director HRD Academy Canon India – Been a part of Canon for over 16 years. Now as the Director of the Human Resource Development Academy she is responsible for Organization Development and capability development for Canon India staff, Canon channel partners and also support development of other Canon group companies in SE Asia region.
Gauri Bhanjar, Head Learning & OD at CDK Global – Overall 17 years of experience in Learning and Organisation Development; Times Award winner for deploying result oriented Leadership development frameworks; led Global roles across US, UK, EMEA on Executive Coaching based leadership development in the Banking, IT & Pharma space.
Shatrunjay Krishna, Group Head OD and L&D GMR Group – Proven expertise in business leadership, strategy, organisation design, strategic rewards, operations, organisational change and transformation, human capital programs and process design; has advised company boards, chief executive officers, government ministries and CHROs on organization and talent strategy human capital risks, total rewards and HR program design and governance.
Fatima Hussain, Psychologist and Research Analyst, uExcelerate
In conversations held with many organisations it has become apparent that building coaching cultures has become an essential component of healthy organisations. Yet many people hesitate to take the initiative because the process of building a coaching culture can seem intimidating and overwhelming. Many organisations spend a lot of time wondering whether building an internal coaching culture in their organisation is even worth it. This uExcelerate roundtable discussion on the topic of ‘Why you should consider building a coaching culture in your organisation’ with some of the most experienced people in the industry was conducted to provide clarity on the subject.
Chief Guest, Magdalena Mook shared her insights on the importance of building a coaching culture and the trends on the adoption of the number of internal coach practitioners by organizations, what the ICF is doing to build certified internal practitioners in community practice and the ways the ICF is contributing in building certified internal practitioners.
The panelists shared the initiatives taken by their organizations to support their employees’ development and talent management through coaching practices.
Important studies conducted by the International Coaching Federation
The International Coaching Federation has conducted multiple studies from 2014 to 2018 and found that by building coaching cultures in organizations, they were seeing increased engagement, improved financial results, coaching leaders is bringing benefits the entire organisation, millennials are very aware and willing to receive coaching and are even requesting coaching as a part of their benefits package, and coaching is the greatest accelerator and sustainability tool for change initiatives in organisations.
How do you define a strong coaching culture?
There are six elements that create the index for a strong coaching culture. These include:
- Employees value coaching
- Seniors value coaching
- Managers/Leaders/Internal coaches get accredited coach specific training
- Coaching should have a fixed/dedicated budget
- Employees have an equal opportunity to receive coaching from a professional coach
- They leverage the three coaching modalities i.e utilise external coaches, use the cadre of internal coaches and train managers and leaders
The results of a coaching culture more than justify the expenditure of creating the coaching culture
A strong coaching culture is correlated with most of the indicators of a high-performing organization including large-scale strategic change. These include customer satisfaction, shareholder value, productivity, employee engagement among many others. The return of investment from having strong coaching cultures is very visible and powerful and points to building coaching cultures as one of the best decisions the organisation can make.
“The ICF study found that 83% of organisations plan to develop managers with coaching skills, 59% Organizations plan to build internal coach practitioners and 31% plan to use external coaches.”
ICF offers PRISM Award
It is an award that honors businesses and organizations with coaching programs that:
- Fulfill rigorous professional standards
- Address key strategic goals
- Shape organizational culture
- Yield discernible and measurable positive impacts
The Steps Canon took to build an internal coaching culture:
- Preparing the coaches
- Preparing the process to build the coaching culture
- Preparing the environment
- Gave every coach a mentor to build a sense of confidence
“We found that virtual coaching worked better than in person coaching.“
The change brought by building the coaching culture:
The tone of conversations changed – more conversations were being held about developing team members, creating better collaboration, gaining more clarity on development agendas and creating a common understanding of leadership, and the leaders were learning the skill of influencing without using authority.
Berkadia’s Learnings in Building Their Coaching Culture
- Berkadia initially worked with external coaches that helped them build the internal coaching culture. By doing a deep dive, Berkadia realised that it did not have the capability to do it themselves.
- The top leadership must believe in the initiative of building coaching cultures for it to be successful. The grammar of coaching is important but you can deviate from the grammar to find your own style.
- Coaching is not only important for top leadership but everybody needs to be coached. This allowed the conversation to move from performance management to development. The way to define the role of a successful coach is by facilitating the coachee to become self aware. As long as the leader is aware of the repercussions of his weaknesses then the coach’s job is done.
- The top management has seen for itself the many benefits that coaching has had on the organisation as a whole.
CDK Global’s Learnings in Creating a Coaching Culture:
The coaching culture initiative were taken across the organisational level. With an average employee age of 28, most of the employees are millennials. CDK Integrated coaching into the DNA of the organisation by creating a pool of managers as coaches who sustain the coaching mindset. By doing this, CDK has been awarded as one of the Great Places to Work. This culture has also given employees the choice to grow and learn new skills within the organisation. Through this process CDK noted the following points:
- Link the purpose of coaching with the business
- Every employee is aware that they will have the opportunity to get coached and will also have the opportunity to coach
- With the use of reverse coaching, the senior leaders interacted with the new employees and individual contributors to hear their experiences.
- The coachee was made to feel accountable and safe during the whole session.
- Created the New Leaders Assimilation Program, where the new leader joining the company gets coached for that role.
- Across the various stages of the pipelines, individuals have access to coaching.
GMR’s Learnings in Building an Internal Coaching Culture:
While building a coaching culture, GMR learned the following:
- It’s a journey and it takes time – it has it’s up and downs
- It helps to make it a part of an established process/learning initiative to begin with
- Coaching is a key part of the self awareness development journey
- A mix of internal and external coaching might be the best option
- Chemistry matching is an important part of the coaching journey
- Coaching has to be a good mix of one on one and cohort coaching.
“While coaches are coaching they learn themselves.”
Why the Panelists think you should build a coaching culture:
- It brings a better environment for the employees and it brings a different level of loyalty
- Coaching culture produce results for the stakeholders
- Coaching is the best modality to help with self awareness
- The Return of Investment of coaching are undeniable
- The leaders are expected to coach their teammates as a part of their daily job
- Start with a small initiative to build the coaching culture and get people interested in the project
- Coaching helps shift the accountability of learning to the employee
- Internal coaches understand the culture of the company very well and bring those elements of the culture into their coaching sessions
- Internal coaches are more accessible
- Internal coaches can be more affordable than external coaches
uExcelerate as a Coaching Tool
uExcelerate can help you seamlessly integrate a coaching culture within your organisation. Whether you want to develop your coaches internally or hire them externally, uExcelerate can aid you in that process.
uExcelerate is a SaaS platform enabling organizations to scale personalized leadership development of professionals through coaching by connecting them to the Right-Fit® Coach. It offers customized solutions to suit requirements for modern organizations in two ways:
The Coaching Marketplace: Our platform connects organizations to a pool of experienced & certified Coaches from our curated marketplace that enables their employees to achieve their personalized transformation, leading towards tangible organizational goals. So if you or the people in your organization are hesitant to welcome internal coaches, you can use our marketplace of 150 coaches to understand and test how the coaching journey will work for you and your organization.
All the coaches on the platform are experienced, certified and specialised in their fields of knowledge. All the coaches are certified from reputed organisations, with a minimum of 5 years of experience in their field of work and at least 500 coaching hours under their belt. The coaches are selected to ensure that they can help you with all your problems and help you grow into a better version of yourself. The AI enabled platform helps you choose the coach that fits your needs best. With the help of your right fit coach you can grow into the best version of yourself that will excel at work and in life.
The Coaching Platform: Our platform enables organizations to run their own on-demand e-coaching end to end engagements by onboarding their Manager or Leaders as Coaches and team members as Coachees, thereby building a coaching culture within the organization. It allows you to grow and scale up the coaching practice to all levels of your organisation and helps you build coaching capabilities within the organisation.
The platform provides you with:
- Flexible sessions: allowing you to schedule sessions on the day and time that suits you best. It is integrated with a video facility so that you can have all your zoom sessions on the platform itself.
- Scalable: The platform is scalable, so if you want to have coaching sessions for multiple employees at the same time, the platform allows you to do that.
- Data Analytics: uExcelerate provides you with data analytics so that you can measure your behavioural transformation and access your securely stored progress reports from anywhere.
- Customizable: The platform allows you to customise your program to ensure that you get the best out of your learning journey.
- Modular: uExcelerate provides you with modular plans, giving you the option of choosing the solution completely or partly, depending on your need.
- Democratization: It also allows you the ability to democratize coaching by providing different options suiting your requirements such as one-on-one, team or group sessions.
Magdalena Mook brings experience in fundraising, coaching, and consulting and association management. She has been the CEO of the International Coaching Federation (ICF) for the last 10 years. Previously worked with the Council of State Governments as the Assistant Director of National Policy and Director of Development. Magdalena is a trained professional coach and systems’ facilitator. In 2019, Magda was recognized as #1 Coach: Global Influence by Marshall Goldsmith Thinkers50 and was a finalist for the Thinkers50 Distinguished Award in Coaching and Mentoring. In 2021, she was recognized as one of Top30 Global Gurus in Organizational Culture.
Debashish Gosh is a Senior Human Resources professional with over 18 years of experience in managing end-to-end functions in HR. Prior to joining Berkadia, he was associated with GE and Genpact. Executive Alumnus of IIM Calcutta and a Marshall Goldsmith Certified Executive and Teams Coach he is a certified practitioner of several behavior and personality assessment tools, including DISC, MBTI®, EQ-i 2.0® and SHL OPQ-32. He is also a Certified NLP Practitioner as well, awarded by the International NLP Association. Been awarded with two of the most prestigious HR credentials in the world – Senior Certified Professional® from Society of Human Resources Management (SHRM-SCP®), and Global Talent Management Leader (GTML™) from Talent Management Institute.
Ritu Malhotra has been a part of Canon for over 16 years. Now as the Director of the Human Resource Development Academy she is responsible for Organization Development and capability development for Canon India staff, Canon channel partners and also support development of other Canon group companies in SE Asia region. Been in the field of Human Resources for 24 years and worked with diverse industries- Consulting; IT; Media; Digital Imaging. In a CHRO role, she has supported major transformations and transitions. In a CLO role, has helped leaders and teams shape requisite competencies and culture. Her specialties are- strategic HR, change management, leadership development using multiple approaches including coaching, talent management, developing competency based solutions and workforce planning.
Gauri Bhanjar has an overall 17 years of experience in Learning and Organisation Development. She is a Times Award winner for deploying result oriented Leadership development frameworks.
She has Led Global roles across US, UK, EMEA on Executive Coaching based leadership development in the Banking, IT & Pharma space. She is certified in Coaching by ISEC Global and has coached over 4000 people on Individual and Team Excellence. She is certified on 12 different Psychometric / OD tools from Organizations like Yale University, Kenneth Blanchard University – USA. Facilitated C suite level programs globally and classified contribution made to NHRD as a distinguished panelist
Shatrunjay Krishna has proven expertise in business leadership, strategy, organisation design, strategic rewards, operations, organisational change and transformation, human capital programs and process design. In his consulting avatar he has advised company boards, chief executive officers, government ministries and CHROs on organization and talent strategy, human capital risks, total rewards and HR program design and governance. He has worked with the Ministry of Education, UAE, Towers Watson, Korn Ferry Hay Group. At present he is the Group Head Organisation Design, Learning & Development at GMR Group. In his work in leadership development across industries Shatrunjay has worked with business and HR teams in building a coaching culture