Building Coaching Capability & Culture (Track Two)

Over the past 20 years, Ian McDermott has advised, designed and delivered Coach Approach programs for numerous organizations that have positively impacted both the culture and the bottom line. These organizations range from mining to banking and include non-governmental organizations (NGOs). In his conference session on “How to Build a Coach Approach within Organizations”, Ian will outline the key challenges that come with introducing a Coach Approach - and what to do to address these - plus the how to’s that have proven particularly effective for ensuring it actually delivers. As Ian says “while a Board mandate is always a plus, it is not necessary to begin or to succeed in introducing a Coach Approach.”

Many attempts to build coaching cultures are based on traditional approaches towards change, but most of these attempts fail. In this session, Paul will share new insights and approaches to building cultures based on more contemporary theories of change and organizations-as-systems. Paul will include a smattering of theory together with practical suggestions and ideas for the hands-on practitioner.

“Why hasn’t my coaching culture stuck?” is the lament of many Human Resources Directors in organizations around the world. Creating a coaching culture is not a project, or a quick fix, or something that can be “done to people”. Changing culture is hard work and needs an ongoing commitment for it to work with senior leaders, managers, teams, the HR department and even suppliers. It is worth taking a look at how the expectations of what a coaching culture can deliver, versus the effort it takes to create and maintain a culture of learning, seem to be leaving companies a bit cold. Over the last 10 years, many Human Resources Directors have revealed that having a coaching culture is one of their top objectives. Reduced training budgets, ambivalence over using online platforms and the variable results from mobile learning mean that coaching in the workplace is more vital than ever before when it comes to developing people. A coaching culture is also clearly linked to companies’ desire to empower their staff to gain greater productivity, as coaching is recognized as the key to empowerment. However, the mistake that many organizations make is believing that teaching managers how to coach is the key to creating a coaching culture. This presentation looks at some of the reasons why coaching cultures don’t appear to be working and how your company can be one of those that successfully achieve the change and realise the impact in the organization.

More speed, more complexity, more interdependency - the world around our organizations is changing in radical and unprecedented ways. Organizations are looking for ways to build their capabilities to meet the challenges of globalization, digitalization, and scalability.

Group coaching supervision provides an opportunity for coaches to work together with other professionals to review their cases and explore issues and challenges from a personal, professional and systemic perspective. The process of group supervision provides insight, reflection, direction, support and the sharing of expertise. Group members learn to help one another improve the quality of their coaching, grow their coaching capacity and support each other in their practice.

Our LIVE HR Round Tables are facilitated group discussions around specific challenges and transferable solutions. It will be a “closed door” environment allowing you to focus on learning and networking. Expect to enjoy top-level conversations and leave with real takeaways from practitioners representing a diverse range of industries.

Most organizations understand that coaching can help their leaders, managers, and teams to solve problems, manage workplace stress and improve relationships, but are they harvesting the full potential that coaching offers? In this session, Jonathan will talk about how HR managers and business leaders can take practical steps to enhance their use of coaching; delivering better value for money and improving impact. Jonathan will explain how organizations can use the LEAD Coaching Culture Audit Tool to optimize coaching and move closer towards achieving a true coaching culture.

Darren Whysall and Christina Wyatt will share with you their experiences as full time internal coaches within Barclays in the United Kingdom. Specifically, they will explain what internal coaching looks like within Barclays UK and its impact. They will also reflect upon how their collective team has endeavoured to build internal coaching capability that lasts.

Darren Whysall and Christina Wyatt will share with you their experiences as full time internal coaches within Barclays in the United Kingdom. Specifically, they will explain what internal coaching looks like within Barclays UK and its impact. They will also reflect upon how their collective team has endeavoured to build internal coaching capability that lasts.

The story of how Grant Thornton Canada is building a coaching culture, and coaching community, in an environment where expertise and knowing the right answer is highly valued. The journey began in 2013 when the spark was lit with the senior leadership team, and continues today with over 125 Partner coaches across the firm. Hear about how the mindset and culture of the firm is shifting and how a coaching community is being built that spans six time zones, and over 60 locations. An honest account of what has worked, what hasn’t, and some challenges that lie ahead.

Over the last two decades, the use of coaching as a means of enhancing performance and development has increased substantially, with the growth of internal coaching set to rise exponentially as organizations look to build their internal coaching capability. Despite increasing interest in coaching supervision globally, there has been limited focus on the supervision of internal coaches. In this session, we will explore supervision in the context of the unique challenges faced by internal coaches and organizations, including issues surrounding the multiplicity of roles, conflicts of interest, confidentiality, boundary management, capacity building, power dynamics, ethical dilemmas and Duty of Care.