Developing a Coaching Culture at Weatherford International

More and more companies are using coaching to create a pipeline of leaders and to develop managers who can coach their own teams and help develop their employees’ career paths (Gurchiek, 2016). For Walmart and other organizations, leadership development is critical for driving revenue, engaging employees, and achieving and maintaining high overall productivity. Walmart could utilize their coaching initiative not only to improve employee performance but to groom and train their future leaders in soft skills to assist in the development of team members in reaching their full potential (Lunken,

Being a leader has many advantages and disadvantages. Could coaching an employee be helpful for all involved? Being in a management position there is the need to be the devil’s advocate and approaching employees in a delicate manner to engage in the conversation that something issues need to change. What is the definition of coaching when working with adults in a workplace? Do managers need to be coached on how to coach? These are items will be addressed in this essay for anyone who is in or is planning on being in a managerial role. All the skills needed to provide a safe and healthy work environment for every employee.

The evolution of my appreciation of the facets of Coaching for Performance and its place in applied leadership has been transformative. The initial perspectives shared in my first paper on the personal significant learning about the practice of coaching, although still pertinent, have been refashioned to reflect a more coherent and clear understanding of what my leadership style entails along with a more concrete explanation of how coaching can support and enhance my effectiveness as a leader. This has been influenced by my better understanding of coaching for performance as a way to create partnerships based on equality and trust that can focus on how to solve problems rather than the problems themselves.

My exposure and engagement with the materials and ideas presented in Coaching for Performance have influenced my leadership philosophy immensely. A larger understanding of the impact that coaching can have on myself and those I work with has bolstered my belief in the weaving of servant and situational leadership styles and how I can approach challenges in a new manner by embracing a coaching perspective. The goals presented in this paper are a starting point in my journey to explore how I can explore avenues to implement a coaching culture in my present school, and district. I know this will be a complex task, but I have been exposed to a variety of resources and concepts not only from the course material and interactions with my peers but

Managing people in this day and age is now more about development and empowerment than it is about command and control. Increasingly, managers are taking a majority of the responsibility for ensuring that their staff members always have the knowledge and skills necessary to perform at the highest level possible. Managers are doing more coaching than ever before. For this reason, it is imperative that effective leaders master the skills necessary to become knowledgeable teachers and successful coaches because internal coaching is very important for the success of organizations. According to Manning & Curtis (2012), a learning organization uses six key ingredients to discover, create, and transfer knowledge and skills (P. 350). They are constantly in search of new knowledge and ways to apply it, review both successes and failures, benchmark and implement best practices, share lessons learned, reward innovation, and encourage experienced and new employees to learn to together (Manning & Curtis, 2012). Leaders who follow this tactic have a respectful attitude, build self-esteem, use the correct medium or combination of techniques, uses coaching rather than judging, and encourages repetitive practice to build proficiency (Manning & Curtis, 2012). Mary, my current manager, is a very capable

Leadership and coaching can easily compare to supervising in the respect that it enables other to succeed while achieving a common desired outcome for both sides. An example of a supporting quote from all of the authors of this article agrees that “the relationship between supervisor and supervisee, involves movement toward mutuality, empathy, and relational curiosity”(Duffey). This means that in order to reach the goal that is presented to you, it is required that both the leader and subordinates have motivation, understanding and a driving force to push them forward on the right

Employees will buy into coaching when they understand why the process is in place, how data will be collected, and truly believe sessions are designed to improve them and make them more valuable assets to the company. Without employee buy in, you are back to top-down management and evaluations instead of the refining and developing of internal

“A process through which executives are helped to measurably improve their performance and personal effectiveness while reducing stress. The coaching experience offers the rare opportunity to stand back and to take a fresh look at the experiences and assumptions of a lifetime. It facilitates enhanced self-awareness that is required for sustaining positive change (2016)”.

John O. Burdett, 1998, opined that “coaching remains the secret weapon of many outstanding organizations. There is only so much that a business can productively do by way of downsizing, restructuring, focusing on the core business and the like. Organizations, by investing in their teams with professional coaching and mastering what so many organizations have failed to grasp, organizations can give themselves a real edge in terms of performance and enjoy the bottom line, benefits that a successful coaching culture can generate.

Leadership coaches should have the understanding of leadership theory, models and best practice. They also need to understand the organization from both theoretical and practical perspectives, in which the former including the organizational behavior and dynamics, the latter including the organizational performance, culture and policies. Furthermore, the leadership coaches should understand the context of their work so that not only they can improve the coaching process but also build coaching relationship. This is supported by a study, which has shown that it is critical in achieving coaching goals and building relationship when the coaches understand the organizational environment.

The UK Coaching Framework is led by Sports Coach UK. Key partners, such as Governing Bodies, will act as the lead agencies in implementing the framework working together with communities, schools and local authorities. The framework will equip coaches with the necessary skills to support participants at all stages of their development. Enhancing the quality of coaching will be a fundamental aim of the framework.

Motivating people to achieve what they wouldn’t do naturally is how I view leadership on a very broad level. I base my view on a book I read a long time ago on coaching – but I don’t remember the name. In my experience, there are significant similarities between leadership and coaching. To name a few, both involve motivation, maximization of individual effort as a team, achieving a shared vision, and crossing the finish line together.

One of the key competencies organizations need to develop now is a capacity to execute change effectively, across complex, chaotic, diverse and widely spread systems. Most organizations have a poor record in this area, and the need to improve this capacity is getting more urgent every year. The Human Resources (HR) team – a.k.a. People and Performance, People and Culture, etc. – is charged with driving the human side of change. Whether it is trying to prepare people for change, executing new processes, or dealing with the fallout if change doesn’t go well, HR departments provide both the backbone and the arms and legs of any organizational change initiative. However the challenge is that HR is being downsized like never before. The people left in HR are strategic, not necessarily having the time to focus on driving change. To make this more difficult, HR is focused on not just one or two but five, ten, even twenty different change initiatives at once. These people need help; specifically they need help from people who know how to help them facilitate change. There is greater pressure on people to perform, faster pace of change, more uncertainty requiring thinking resources, creative workers requiring new resources and other development options becoming less viable. So, it’s natural that they should turn to coaches.

This literature review contributes to the activities of the coaching process in ‘EXT 8888’ Medical Device Company by reviewing current good practice in coaching and will cover the following: Background and development of coaching, key areas of coaching, coaching methodologies, coaching models, coaching and leadership development, best practice in the areas of workplace coaching. The output of this review will examine the relevance of coaching in the context of people development and will contribute to the knowledge of how to achieve a uniform approach to Team Leader development within EXT 8888 Cork by using coaching techniques and the development of a coaching plan.

Involve executives who are passionate about coaching. This is regarded to be the apparent support and modeling of coaching by the top leaders and usually goes a long way towards the creation of a coaching culture. It is believed that this kind of culture should also be adopted by the mentoring team. Hence, the lack of executive-level sponsorship can be one of the obstacles for effective