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Your organisation: where is it on the road to becoming a coaching culture?

By David Clutterbuck and David Megginson (June 2005 Issue)
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We define a coaching culture as one in which the predominant style is managing and working together, and where a commitment to grow the organisation is embedded in a parallel commitment to grow the people in the organisation. According to CIPD research, 88 per cent of UK employers say they use internal coaching and 72 per cent use some form of mentoring. Yet we can find very few organisations where HR professionals or senior managers can honestly say that one-to-one development has made a significant and sustained impact on the overall business. The reality is that coaching and related behaviours are typically spasmodic, patchy and only loosely connected to the engines of the business.

That’s not how it should be, of course. In theory, continuous development of people, through feedback, learning dialogue and individual experimentation, should drive every business process, from customer service to strategic planning. So why doesn’t it? ...

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