Harvesting the organizational learning from the thousands of coaching
Table of Contents
Introduction: The Coaching Challenge for chief executives, HR directors, heads of coaching, internal and external coaches, managers, coach trainers and researchers Setting the Context: The growth of coaching and the challenges it now faces
Part 1: The Foundational Pillars
What is a coaching culture? The key ingredients
Creating a coaching strategy and aligning it to the wider organisational culture change
Part 2: The Seven Steps
Step One: Developing an effective panel of external coaches
Step Two: Developing the internal coaching and mentoring capacity
Step Three: The organization’s leaders actively support coaching endeavours and align these endeavours to the organizational culture change
Step Four: Coaching moves beyond individual formal sessions to team coaching and organizational learning
Step Five: Coaching becomes embedded in the HR and performance management processes of the organization
Step Six: Coaching becomes the predominant style for managing through out the organization
Step Seven: Coaching becomes how an organization does business with all its stakeholders
Part 3: Integration and Depth
How to get all the elements working together and aligned to the "relational value chain"
Expanding the depth and improving the quality of coaching activities: supervision and continuous personal and professional development
Evaluation, research and the return on investment from creating a coaching culture
Conclusion: The challenges going forward
Bibliography
