Introduction
There are many reasons why organizations fail to develop a coaching culture… from a perceived lack of time, to a belief that ‘it wouldn’t work here’. We help leaders to create a culture that has the ability to continually rejuvenate and encourage their workforce to learn, improve and ‘pass it on’.

Examples of the effectiveness of this approach are the renewed vigour with which people commit to the goals of their team and organisation, with language changing from ‘the boss wants’ into ‘we want’.

Typical Objectives:

	Creating a mind-set for coaching throughout the organisation
	Providing a simple but effective coaching process that translates across departments
	Dealing with cynics who believe coaching’s a waste of time (and money ) - presenting a persuasive case
	Becoming a learning advocate

Sample Programme
Culture is highly personal to each organisation, however, there are a number of common stages that we follow in the change process.

Outline

	Getting to know you - research into current coaching practices
	Design of suitable interventions e.g. coaching for departmental managers and champions/team coaching
	Senior team briefing/coaching
	Selecting and running with a ‘pilot’ department/s
	Evaluating and measuring the success
	Using the learning to improve for the subsequent departments
	Reinforcing the new culture
	Celebrating and advertising successes
	Keeping it going

Activities to consider:

	Action Learning Sets
	Giving and Receiving Feedback
	Peer Coaching
	Performance Coaching

Satisfaction
Rating
2008

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Return on Investment