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Developing a coaching culture

Carol Wilson (Managing Director of Performance Coach Training, Surrey, UK)

Industrial and Commercial Training

ISSN: 0019-7858

Article publication date: 4 October 2011

Abstract

Purpose

The aim of this paper is to focus on how to create a coaching culture in organizations through coach training and external coaches.

Design/methodology/approach

The writer draws on her experience in corporations as a board director and as a consultant to organizations in the field of coaching.

Findings

Conclusions are drawn about the effectiveness of coach training over external coaches and the best ways of implementing a coaching culture.

Practical implications

Advice is given regarding: the principles of a coaching culture; how to launch a coaching program; a ten point plan for implementing a coaching culture; how to choose external coaches; how to choose coaching skills training; challenges of coaching in the workplace; informal coaching in the workplace; and uses for coaching skills in the workplace.

Originality/value

The writer's broad experience of designing and delivering cross cultural coaching programs, and as a board level director, enable her to challenge existing concepts, to offer original solutions and to describe the pitfalls inherent in implementing any coaching program.

Keywords

Citation

Wilson, C. (2011), "Developing a coaching culture", Industrial and Commercial Training, Vol. 43 No. 7, pp. 407-414. https://doi.org/10.1108/00197851111171827

Publisher

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Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited