By Paul J. Gorrell and John Hoover

As business coaches, we are always on the new frontier looking to help our coaching clients add value to the organizations that employ them. Working to develop a culture of coaching across organizations makes habit, skill, and activity correction and enhancement pre-emptive rather than reactive.

Instead of waiting until damage has been done, relationships broken, and dissention sewn far and wide, a deliberate and healthy culture of coaching helps to keep people at all levels of the organization engaged and working on habits, skills, and activities to deal with problematic issues, individually and corporately, as a way of doing business—not exceptional behavior.

Unless your organization is consciously, systematically, and strategically building and sustaining a culture of coaching, summoning an internal or external coach to contend with a dysfunctional behavior is more likely to resemble an emergency call rather than strength training. A proactive culture of coaching will focus energy and resources on accelerating performance and making good work better rather than waiting for things and people to need correction.

The most frequently-cited reasons for coaching are: Read more…