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The Ridler Report 2013 provides a useful overview of coaching trends and makes the following observations about how coaching is evolving and what is being appreciated. Over the years, coaches` ability to provide stimulating feedback (now at 83% in the survey) and to inform a coachee`s awareness of deep-rooted role models has increased (83%). She argues in the report that sponsors have become more demanding in recent years. John Blakely also notes in an article on the Ridler Report that this is due to broader societal changes where the arrogance of «old school» leaders, mostly men, and their heroic leadership styles are no longer tolerated. A coaching culture is one in which the principles, beliefs, and ways of thinking that govern people`s behavior in the workplace are deeply rooted in the discipline of coaching. It`s a culture where people coach each other all the time as a natural part of meetings, criticisms, and one-on-one conversations of all kinds. In terms of security, you should always have the client`s interests in your heart in the coaching role. Occasionally, you may find that issues related to bullying and harassment can be identified, in which case you should assign them to the appropriate support structures (such as HR). Ultimately, you need to protect your customer, and if you discover a serious issue that could compromise their safety, you need to notify the relevant party for investigation in accordance with the Code of Ethics. The mystery is, given the overwhelming evidence that coaching works (we see it in all areas of life, from sports coaches to musicians, teachers, and in the workplace), why don`t we all embrace it wholeheartedly? I would say this is due to our inability to change, as beautifully described in Kegan and Lahey`s book – Immunity to Change, How to Overcome It and Unleash the Potential in Yourself and Your Organization (2009). The theory is based on the assumption that as we develop, we develop beliefs and actions that we cannot change, even in the face of very important problems.

They cite a study of heart patients in which individuals were told that they would have to change their lifestyle, otherwise they would die – only one in seven was able to do so! Even when we mature at the highest level, which Kegan claims, the ability to keep contradictory thoughts in mind is extremely difficult to change. Experience and knowledge – they have a wide range of life experiences and knowledge that are a valuable resource for learning. When a coaching culture is integrated, leaders see coaching as a normal part of their day-to-day management and not as an additional duty that needs to be performed as part of an evaluation process, for example. Often, coaching is considered necessary when something goes wrong, creating the wrong kind of culture where coaching is almost seen as punishment. It should be a natural process used as part of overall performance management and development promotion. The 2013 Ridler Coaching Report found that, for example, executive coaching had changed over the years from a «distinctly obscured» perception to those who struggled to invest in successful and talented leaders and executives. However, in some environments, coaching still has a long way to go to gain that reputation. Despite some problems with coaching culture, there have clearly been a number of significant successes in this example. It was well supported by policies and procedures, and the HR/OD team championed it at every opportunity.

There was a very sophisticated computer system that housed the L&D reservation system, but it also covered development and communication. It allowed individuals to find suitable coaches, find and evaluate training opportunities, communicate with colleagues about projects and advertise when looking for detachments or projects. It has been well used and linked to a significant number of partners, including the NHS, other councils, nursing homes, charities and other public bodies. This provided good opportunities to have and be external coaches and allowed for networking and sharing best practices among other public organizations. Employees were encouraged to use assessment tools to support development, including Myers-Brigg personality types, the Saville and Holdsworth psychometric test, Belbin team types, the Honey and Mumford learning styles questionnaire, Buckley Facet 5, personality power, as well as more specific measures of their technical skills. This has increased the importance of behaviors in addition to their technical competence – that is, it`s not just about what you do, but also about how you do it. During the review, it is clear in retrospect that insufficient attention was paid to the importance of the dominant leadership style and to employee beliefs or participation in the design of the system. This could have been verified with Scholes and Johnson`s (1986) analytical tool of the cultural network, which helps articulate the paradigm in which the organization operates. It encourages consideration of whether these factors are barriers or facilitators.