The Fundamentals of a Coaching Culture

I just returned from a terrific conference for master coaches were we had the opportunity to be in dialogue with Brian Johnson, the creator of PhilosophersNotes. If you aren’t familiar with Philosopher’s Notes I highly recommend that you check it out.  Tag line:  More wisdom in less time.  Brian has summarized the “big ideas” from one hundred self-development books into six-page PDFs and 20-minute MP3s, where he shares his insights with a joyful and infectious enthusiasm.  

One of the “big ideas” Brian shared at the conference that particularly resonated for me was the reminder that its consistency around the fundamentals that separates great performance from the merely good.  Great performers in all areas give their attention and focus to mastering the foundational skills upon which their performance is based.  I know this from my experience as a dancer.  There’s a reason every dance class begins with bar exercises – whether you’re just starting out or are a professional dancer – you begin with the foundational skills. 

That got me thinking about the “fundamentals” for a coaching culture.  What are the foundational things that an organization needs to do consistently to create and maintain a culture where ongoing development, collaboration and creativity are part of the essential ethos of the experience?

Here’s my list:

Listen for meaning

The old adage that you will hear what you listen for is true.  Most organizations I’ve encountered have very poor listening habits.  Most are lucky if they listen well enough to accurately glean the information that is being conveyed, let alone the underlying meaning that is always present but rarely perceived.

Appreciate and respect worldviews

Every person interprets his or her experiences in a unique way.  That is to say, every person’s worldview is different.  Many of the clashes that occur in organizations can trace the initiating disconnect back to a collision of worldviews.  We don’t take the time to “get” how others see the world.  Respecting someone else’s worldview, by the way, does not mean accepting it.  It just means acknowledging that someone has chosen to interpret the world in a different way than you have.

Look for potential

We tend to look for problems – so that’s what we find.  We tend not to look for the potential in people, in situations, or in our organizations.  All things have the potential to develop, grow and contribute in more significant ways.  The potential is hiding right in front of you – possibly disguised as a “problem.”

Communicate with compassionate directness

I’m not talking telling people everything that’s on your mind.  Compassionate communications are founded on the intention of creating a greater good.  You can’t have a coaching culture if you can’t talk with your colleagues in a meaningful way.

View change as an opportunity

Change has become the new normal, yet it still seems to send some people – and organizations – into a tailspin of fear.  When you look at change as an opportunity to grow and develop a lot of the fear drains out of the experience.  Coaching cultures consistently embrace change for the opportunity that it is.

This is my list.  What’s yours?  

What do you think are the fundamentals – the things an organization needs to do consistently – to create a coaching culture?

 

Comments

[R. McCune]

Excellent list Dianna! I would an additional element of "Start with the end in mind." As a master coach, you want to brainstorm not only the opening but also any distractions, questions, or obstacles that may arise in the coaching conversation. Like anything, planning and preparation will increase the likelihood of success.