How is coaching viewed at your organization? Is it something that is given to the “screw-ups” who need help? Perhaps it is a reward for the top performers and viewed as unfair that they get even more resources. Is it something that is done every now and then when things aren’t going as well, but it is quickly forgotten when happy days are here again?
There is no domain, profession, or activity where the top performers do not benefit from continuous coaching and team centric development. Some people may be successful despite their resistance to feedback and challenges, but it does not negate the fact that they could be doing even better.
In most cases, it boils down to culture. Do you have a coaching culture, yes or no? If you don’t, here are a few things you should try to start to make a change:
- Make coaching available to EVERYONE, and they are expected to participate. Due to resource limitations, that means your managers and internal experts will have to do the coaching (not outsiders).
- Keep score, but don’t focus on declaring a winner. Emphasize what everyone is expected to do and make the results public. Then raise the bar.
- Keep coaching and corrective actions as separate functions. If someone views coaching as something they get when they screw up, they will avoid it like the plague.
- Use teams to drive training and work oriented activities, but use coaching to help people improve in private, one-on-one sessions.
If more than a few people are resisting coaching, it’s probably not their issue. It’s your culture. Listen to this episode of the HighPer 7 podcast to learn more.