Organisations must make changes to their culture

The majority of employers (99%) believe coaching can deliver tangible benefits to both individuals and organisations and 88% now expect their line managers to deliver coaching as part of their day-to-day work. However, 17% do not think that line managers are effective coaches. The Chartered Institute of Personnel and Development (CIPD) has published a new book that addresses the role of line managers in coaching and suggests how employers can get their buy-in and create a culture within their organisation to make it work.

Making Coaching Work is written by David Clutterbuck and David Megginson, co-founders of the European Mentoring and Coaching Council. The book contains case studies and offers practical advice for organisations using coaching. It also looks at what needs to be considered when implementing a coaching strategy so that it is successful for both the organisation, in terms of improving performance, and the staff, in terms of their development.

David Clutterbuck, co-author of Making Coaching Work, says, ìCoaching can help manage performance by addressing individualís weaknesses and potentials, making sure staff have the knowledge to fulfil their role and develop so that they can take on new projects and progress within the organisation.

ìMost organisations are now using their line managers to develop staff through coaching. This can have huge benefits, making employees feel their line managers and the organisation as a whole care about their development and job satisfaction. However, if coaching is to deliver on its promise, employers need to ensure that line managers are provided with sufficient training themselves.î

A systematic approach is needed when coaching staff in order to achieve change. Clutterbuck and Megginson identify seven stages of coaching and offer guidance for line managers. The seven stages of coaching are listed below:

- Identify the need
- Gather the evidence
- Motivate and set targets
- Planning how to achieve
- Create opportunities to practise
- Observe and give feedback
- Support through the setbacks

David Megginson, co-author of Making Coaching Work, adds, Through studying a range of case study organisations we have found the principles and practices that help move an organisation beyond good coaching relationships or well-run schemes to something more embedded in the fabric. We now know, for example, that it is as important to train coachees as coaches; the embedding group must include senior line managers as well as HR; coaching needs to be incorporated into the way that business is done; and change needs introducing in a coaching way. This is a new agenda for action for coaching enthusiasts.

A free copy of the book will be available to all delegates who attend the CIPD Annual Coaching at Work Conference. This takes place on 13-14 September 2005, at Novotel London West Hotel, Hammersmith. For further conference details visit the CIPD website: