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The Coaching Organization
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The Coaching Organization
A Strategy for Developing Leaders



September 2006 | 272 pages | SAGE Publications, Inc
The Coaching Organization provides an organizational perspective on how coaching can become part of an organization's culture. The book offers "best practices" that will help organizations deploy developmental coaching on a large scale to drive leadership and employee effectiveness. The popularity of coaching in organizations is enormous. However, coaching initiatives are often deployed on an ad hoc and unmanaged basis and as such often yield disappointing results. The Coaching Organization provides a guide for the strategic management of coaching initiatives, including executive coaching, internal coaching, coaching by managers and peer coaching, so as to maximize their impact and value. Using case studies from organizations such as Whirlpool, Wachovia, Children's Hospital Boston and Citizens Financial Group, as well as entrepreneurial ventures the authors, respected academics in the fields of employee and leadership development, describe how both large and small organizations leverage relationship based, on the job learning and offer insights that executives, line managers, human resource and organizational effectiveness professionals as well students will find actionable.
 
1. The Coaching Organization?
Should Leaders Develop an Internal Coaching Capability in Their Organizations?

 
An Organizational-Level View of Coaching

 
Case 1.1 Learning From an Executive Coaching Intervention

 
The Coaching Organization

 
An Organizational Coaching Capability

 
A Coaching Capability "Infrastructure"

 
 
2. An Overview of Developmental Coaching
The Goals of Developmental Coaching

 
Case 2.1: The "Anti-Coach"

 
Case 2.2: Everything Is Changing

 
Case 2.3: One Too Many Resumes

 
Developmental Coaching and Other Forms of Coaching and Counseling

 
Formal and Informal Coaching

 
The Core Elements of Developmental Coaching

 
A Goal-Directed, Willing, Effective Coachee

 
A Developmental Coach

 
A Coaching-Friendly Context

 
A Learning Opportunity

 
A Coaching Relationship

 
The Coaching Dialogue

 
Feedback

 
An Opportunity to Keep Learning

 
 
3. The Coaching Organization Assessment
Organizational Assessment 3.1: The Coaching Organization Assessment

 
The Cultural Context

 
The Business Context

 
The Human Resource Management Context

 
Organizational Experiences With Coaching

 
The Coaching-Friendly Organization

 
 
4. A Strategic Approach to Coaching
The Need for a Coaching Strategy

 
Outcomes That Support a Growing Coaching Capability

 
Case 4.1: Was That Really Coaching?

 
Case 4.2: I Couldn’t Believe What I Was Able to Accomplish!

 
A Comprehensive Assessment of a Coaching Initiative

 
 
5. Driving Strategic Transformation Through Executive Coaching at Whirlpool
Coaching and Leadership Development Challenges

 
Leading the Whirlpool Enterprise: The Leadership Model

 
The Context for Coaching at Whirlpool

 
The Management of Coaching in LWE

 
Coaching Practices in LWE

 
The Experience of Coaching in LWE

 
Lessons Learned at Whirlpool

 
 
6. Building and Leading a Coaching Capacity
The Need for Leadership

 
The Organizational Evolution of a Coaching Capability

 
Why on Faith Alone?

 
The Rise and Role of the Coaching Practice Manager

 
Case 6.1: The Management of Executive Coaching at Omgeo

 
Managing the Coaching Capability

 
Closing Thoughts on the Management of the Coaching Capability

 
 
7. The Internal Coaching Capability
What We Mean by "Expert" Internal Coaches

 
Why Expert Internal Coaching?

 
Case 7.1: Sam the Coach

 
Case 7.2: The Management Effectiveness Business Partner

 
Critical Issues in Building an Effective Internal Coaching Capability

 
The Results: Do Well-Run Internal Coaching Programs Yield Different Outcomes?

 
 
8. The ELP Internal Coaching Program at Wachovia Corporation
The Wachovia Executive Leadership Program

 
The Decision to Build an Internal Coaching Capability

 
Program Design Elements

 
The Internal Coaches

 
Training and Support for the Internal Coaching Cadre

 
Ongoing Support and Development of ELP Coaches

 
Comments on Being an Internal Coach From HR

 
Evaluation of the Program

 
 
9. Building a Coaching Manager Capability
Can Managers Coach Developmentally?

 
The Major Differences

 
The Competencies of the Coaching Manager

 
Communications

 
Accessibility

 
Listening

 
Creates a Trusting Environment

 
The Perfect Manager?

 
The Organizational Context and the Management of Role Conflicts

 
Organizational Readiness

 
 
10. The Coaching Manager in Nursing
Children’s Hospital Boston and the Department of Nursing

 
A More Realistic View of Nursing Leadership

 
Building Leadership Through Coaching: The Coaching Initiative

 
Nurses’ Evaluation of the Coaching-Skills-Training Components

 
Customizing the Coaching-Skills Training

 
Some Additional Lessons

 
Conclusion

 
 
11. Peer Coaching at Citizen’s Financial Group (CFG)
The Advanced Leadership Development Program at Citizens

 
The Value Proposition for a Successful Peer Feedback System

 
The Formula for a Successful Peer Coaching Initiative

 
Peer Coaching as a Follow-up Intervention to Executive Education

 
Feedback Is Not Always Easy, Even From a Peer

 
 
Concluding Remarks: The Frontiers of the Coaching Organization
 
References
 
Appendix A: The Competencies of the Expert Executive Coach
 
Appendix B: The Coaching Manager Self-Assessment
 
About the Authors
 
About the Contributors

"In this era of the search for low-cost, high-impact organizational improvement, The Coaching Organization is a real godsend. In one well-written reference you have everything you and your organization need to know about creating learning through on of the most available resources: relationships. This is an excellent source for helping people master the skills of coaching, so that your organization can be a place where leaders grow leaders. If you're serious about improving organizational effectiveness, you and many of your colleagues need to read this book."

Douglas T. Hall
Boston University School of Management

Sample Materials & Chapters

Chapter 1

Chapter 3

Pages 95-97

Pages 51-57

Pages 21-22


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