The “Coach Approach” Embedded Organization-Wide

Introduction

This interview is with the Manager of Corporate Learning Services for a Compensation Board. For purposes of anonymity, the interview uses the terms Manager and Organization to protect client confidentiality. Manager’s department is responsible for leadership development, professional development, and performance management at the Organization. It’s a company that cares deeply about people, and aggressively supports the professional and personal development of their own employees. Let’s hear what the Manager says about using Navigational Coaching in the Organization.

Background

Coaching had been a part of our culture for years. We previously used another corporate coaching product, which was a kind of “coaching light”. In that capacity, we’d worked with Cheryl Smith. In those days, coaching wasn’t looked at as being as accessible or mainstream as it is now. It was used only for leadership or to fix problems. It was not integrated throughout the company.

In 2009, our Organization held the first Navigational Coaching workshop for managers. It was a tremendous success. We felt that this is the “seed crystal”—the means to unleash the potential in our employees. It’s the perfect tool to help people see their own greatness. As a certified executive coach, I’m committed to the value of the “coach approach”. The company is now engaged in several different initiatives that have Navigational Coaching as the foundation (though we’ve branded it differently). I’m absolutely convinced that any 21^st century leader working with others must have coaching skills.

Problem/Situation

In 2009, our Organization underwent a significant change management initiative. It was so dramatic that 95% of our workforce was impacted. One day employees were proficient at their jobs, the next day it was like they were starting the job anew. They had to learn their own position all over again. Imagine if you will, how tumultuous it is for highly service-oriented people to suddenly experience obstacles on the way to delivering top service. We looked to find a coaching solution that might be the answer to helping them through.

Solution

It was determined that a coach approach was the best solution during the difficult transition. The Organization decided to introduce a coach approach throughout the whole company. It was quickly determined that the Navigational Coaching suite of trainings was our best option. Cheryl and Brent coached and collaborated with the employees. They responded to Organization’s requests for initial training, as well as for job aides, and videos.

We trained managers in the skills of the Navigational Coaching model. With these skills in place, the managers were able to facilitate the change management and assist employees through the changes. They engaged employees in coaching-type conversations that focused on helping people unleash their own potential. Direct reports were empowered to find their own solutions to the challenges they were facing. Navigational Coaching provided the 21st century solution to how to move forward under such stressful conditions.

Navigational Coaching is now viewed as a vehicle to create a high performance culture at our Organization. It’s become an integrated piece of our training—literally embedded. After the initial training rollout, the value became very apparent. We decided to adopt Navigational Coaching as our Organization’s coaching model. We embarked on developing internal facilitators to deliver the Navigational Coaching trainings.

In April of 2012, the facilitators were trained. Frankly they came away from the workshop euphoric. This coaching model really resonates, and in a short amount of time, transfers top level coaching skills to participants. Next on the agenda is Influential Conversations. Our Organization plans to use the power of Influential Conversations to make the enforcement and compliance parts of their work easier for employees.

Results

The results have been profound. At this stage of the game, we’re going for qualitative rather than quantitative results. We’ve not attempted to create metrics. We do expect to be able to measure bottom line results over time though. These are the current results:

• Subjective remarks from employees have been abundant and consistent. They feel empowered and tremendously more effective at their jobs. There’s no other way to put it—we have received “many many many” positive comments from participants. The enthusiasm continues to mount.
• Employees expressed tremendous gratitude to the company. One of the most frequent comments about how the employees were feeling was appreciation that the company “really heard” them. They felt so thankful that the Organization responded by providing them training to ease the challenging transition.
• Employees also felt that the training was a recognition of the hard work they do. They enjoyed tremendous satisfaction because their work is rewarded with ongoing professional development.
• Practicing coaching has our employees drawing from reserves they did not know they had. When our managers first started using coaching skills, employees gained confidence. They realized they knew more than they had recognized. They were being coached to solve the problems themselves, and became confident in their problem-solving abilities.
• Next is creating a high performance culture at Organization. Starting in last quarter of 2012, we will roll out the Influential Conversations model to overlay the Navigational Coaching training. During the first two quarters of 2013, our internal trainers will deliver Influential Conversations workshops to 250 employees who engage in significant conversations with employees.

Where To Next?

Now that you’ve read this success story, find out how Navigational Coaching Quadruples a Roofing Business.