Creating a
Brilliant Culture
Brilliant Culture
In today's world most of what happens is in connection with others, either one2one, or with groups, face to face or virtually. Our capacity to connect and create conversations that make a difference is critical to our shared success. How we speak to each other, how we run meetings and the quality of our conversations defines our shared culture.
What has emerged from the coaching profession are some core skills, values and approaches that change how we engage with each and get things done. Many businesses are now infusing these approaches and capacities throughout their organisations in ways that are changing the effectiveness of managers and leaders and the culture of business. The key components of building a coaching culture are:
What has emerged from the coaching profession are some core skills, values and approaches that change how we engage with each and get things done. Many businesses are now infusing these approaches and capacities throughout their organisations in ways that are changing the effectiveness of managers and leaders and the culture of business. The key components of building a coaching culture are:
The culture that we create and the way that we interact emerges over time and can be affected in brilliant ways by key changemakers, leaders and people with passion to do things in the best way they know how. The process is therefore any emergent process and there is no ‘one way
fits all approach’. All stakeholders and people within the eco-system can be included in the process to ensure alignment to the shared values.
Stepping stones that facilitate this process are:
Creating the Vision
The process of building a shared vision creates alignment, connection and enables a desired future to be defined. Through this process there is understanding of:
- What do we want to be part of creating?
- What is the desired future?
- What will it be like to work in this team / organisation?
- What would be the collective impact of this?
- What is the desired outcomes we are working towards?
Inspire and Engage
How do we want to use all communication channels to generate interest and participation in the process. How can we excite people to try new ways? How can we make it sustainable? How can leader’s role model to inspire and engage?
Defining New Shared Values
Values can provide a foundation for building the new culture. Finding new values and expanding our understanding of useful existing ones can provide the foundation for how we behave and treat each other. We can then design coaching approaches that bring alive these values in all our
interactions. For example if we have a value of ‘realising potential’ then we can identify the core approaches and capacities that will enable us to do this in all our interactions.
New Mindsets
Many of us are really comfortable working with what we know and what we have
experienced. We use our experience to define our future. Too often we remain stuck in old patterns of seeing and acting. Recognising these patterns and supporting people
to step beyond them and to take on new mindsets that support a new ways of doing
things is important. Part of the process is to empower everyone to develop new ways of looking at things in this ever dynamic environment that create desired results. Understanding what are the new perspectives and beliefs that are
wanted and then infusing that into how we interact and approach each other is really valuable.
Shared Approaches
The coaching world has given us many new approaches that can be used to transform the way that we interact. Some examples of these are:
- Seeking to understand
- Orientating from problem to potential
- Focusing on vision and planning rather than detail, problem and drama
- Generative Listening
- Using what we say to develop strengths and possibilities into reality
Identifying which key approaches will transform our conversations and making them part of our every day is a key part of the process.
Skills Build
There are many ways to build coaching skills and capability. Training, buddy coaching and skills mentoring all have a contribution to make. In training anyone to coach better there will be things
that they naturally do well at and others that require focus and practice. Core capacities that are valuable to the organisation can be agreed upon and training developed to build on these.
Becomes the way we are
Learning new ways of interacting and building our own capacity takes energy and focus. Ensuring accountability to this and checking in to see who we are becoming
as a group is important to imbed this and make it real change.How will we know when we have got there?
fits all approach’. All stakeholders and people within the eco-system can be included in the process to ensure alignment to the shared values.
Stepping stones that facilitate this process are:
Creating the Vision
The process of building a shared vision creates alignment, connection and enables a desired future to be defined. Through this process there is understanding of:
- What do we want to be part of creating?
- What is the desired future?
- What will it be like to work in this team / organisation?
- What would be the collective impact of this?
- What is the desired outcomes we are working towards?
Inspire and Engage
How do we want to use all communication channels to generate interest and participation in the process. How can we excite people to try new ways? How can we make it sustainable? How can leader’s role model to inspire and engage?
Defining New Shared Values
Values can provide a foundation for building the new culture. Finding new values and expanding our understanding of useful existing ones can provide the foundation for how we behave and treat each other. We can then design coaching approaches that bring alive these values in all our
interactions. For example if we have a value of ‘realising potential’ then we can identify the core approaches and capacities that will enable us to do this in all our interactions.
New Mindsets
Many of us are really comfortable working with what we know and what we have
experienced. We use our experience to define our future. Too often we remain stuck in old patterns of seeing and acting. Recognising these patterns and supporting people
to step beyond them and to take on new mindsets that support a new ways of doing
things is important. Part of the process is to empower everyone to develop new ways of looking at things in this ever dynamic environment that create desired results. Understanding what are the new perspectives and beliefs that are
wanted and then infusing that into how we interact and approach each other is really valuable.
Shared Approaches
The coaching world has given us many new approaches that can be used to transform the way that we interact. Some examples of these are:
- Seeking to understand
- Orientating from problem to potential
- Focusing on vision and planning rather than detail, problem and drama
- Generative Listening
- Using what we say to develop strengths and possibilities into reality
Identifying which key approaches will transform our conversations and making them part of our every day is a key part of the process.
Skills Build
There are many ways to build coaching skills and capability. Training, buddy coaching and skills mentoring all have a contribution to make. In training anyone to coach better there will be things
that they naturally do well at and others that require focus and practice. Core capacities that are valuable to the organisation can be agreed upon and training developed to build on these.
Becomes the way we are
Learning new ways of interacting and building our own capacity takes energy and focus. Ensuring accountability to this and checking in to see who we are becoming
as a group is important to imbed this and make it real change.How will we know when we have got there?