The rise of the coaching culture
The recent economic turbulence has led to a welcome refocus on coaching in organisations, says Hana Searson.
Coaching has been with us for many years now, and it has become the norm for many large organisations to use external coaches for various reasons; executive coaching remains popular, and internal effectiveness coaches work one-on-one to improve performance. Recently, however, there appears to be a greater interest in, or perhaps a renewed emphasis on, creating a coaching ‘culture’ in organisations.
Whilst from our point of view any reason for more focus on coaching could be seen as a good one, in this case the reason behind this current trend is particularly interesting as it appears to be sparked by the recent economic events.
The change is upon us
The global recession highlighted many issues, and numerous articles, debates, television and radio programmes have discussed some of the causes of the recession, which don’t need repeating here, but one thing all this debate has done is put the question of moral responsibility firmly back on the agenda.
The British MPs expenses scandal was described as a ‘failure of ethics’ by Sir Thomas Legg and Gordon Brown’s first response to the recession last March was to call for ‘a return to the values of the good society’.
A new emphasis on taking ownership
Developing the 'manager-as-coach'
Previously there has been such an emphasis on knowledge and subject matter expertise that the predominant management culture in organisations has been far more ‘tell’ than ‘ask’. Just as, outside of organisational life, the ‘nanny state’ so often talked about in the press had devolved personal responsibility to the extent that we were living in a culture where conformity ruled.