How can you begin to elevate your people with a coaching culture?
There was a poll recently published by Gallup that showed while we might have come a long way when it comes to increasing employee engagement in the workplace, there remains an immense amount of work to do. Research from Gallup showed that in 2019, workers that were highly engaged – defined as those involved in, enthusiastic about and committed to their employer – reached a record high, but it remains a dismal 35% record-high.
This is a clear indication of a costly, resource and time-consuming trend that needs to be reversed, before it takes a toll on your organisation.
Gallup’s research also found that the number of employees “actively disengaged” in their work was at its lowest point, down to just 13%. Gallup writes that “this makes the ratio of engaged to actively disengaged workers 2.7-to-1, the highest ever in Gallup tracking.”
Now, what about the rest? Well, they’re classified as employees who are ‘not engaged’ and make up the majority of workforces around the globe, accounting for an estimated 52% share. Those employees, as Gallup writes, “are psychologically unattached to their work and company who put time, but not energy or passion, into their work,” meaning that while they show up to work, there’s very few things of value they add to the organisation.
A coaching culture can transform statistics like these and drive employee engagement across the board, and that’s what we aim to instil in organisations that we work with.
This in isolation isn’t necessarily a negative thing, considering that organisations can implement the principles of employee engagement to decrease the number of employees that are not engaged in their work, and transform them into high-functioning, impactful members of your staff.
Four Observations of a Coaching Culture:
- The organisation has established a clear, meaningful purpose; its executives perpetuate it.
- The management team exhibit the behaviours of coaches, rather than bosses.
- There is high-level communication across the whole organisation; not just executives.
- There is full accountability for low, middle and high-level employees; talk the talk and walk the walk.
It’s essential that you inform not customers about your organisation’s passion and mission, but also your staff. Research shows that instilling a meaningful purpose and mission in your staff can massively increase their productivity and accountability, because they’ve essentially ‘bought in’ to the organisation and what it believes.
Next, leading by example and not by rule means that you’re a transformational leader, not an authoritarian-type that expects the best results from employees without any attempt at connection or practicing empathy. If the leaders of the business exhibit integrity, employees are likely to respond positively with productivity compared to leaders that say one thing, and behave in the opposite way.
Ensuring that your organisation has a high-level of communication between all levels, departments, and even externally with your customers and stakeholders is essential to staying agile in the dynamic world of business. It remains one of the simplest, yet most common problems in organisations big and small. Personal gripes, bureaucratic walls and fear of punishment are the most common causes of a breakdown in communication.
Finally, if there’s a clear set of expectations in your organisation, it should be matched with an attitude of accountability across all levels. Your employees will feel as though they’re treated equally if you can make your executive team accountable for their departments, rather than allowing them to pass the buck.
Moving onto the question of why I’ve written this brief article.
If you take note of the four characteristics listed above, you’ll note that they’re all linked to something known as the coaching mindset. If you allow your behaviours to change, you can transform them for the better, and make profound changes in both your professional and personal life. That’s where Next Practice steps in… we get an intimate understanding of your organisation, and determine where and how a coaching mindset can be applied to your operations so we can transform your results from ordinary, to extraordinary.
Next Practice believes that no matter how high-functioning your organisation is, there’s always improvements to me made. The business world is no place for complacency, and being an ordinary organisation means your market share could evaporate overnight if you come up against an extraordinary competitor.
These aren’t high-level practices, either. It’s a matter of consistency, rather than complexity when it comes to making impactful changes and pivots in your organisation. When you connect with Next Practice, you’ll receive a set of guiding principles that have a proven track record in the real world, learning valuable lessons from those that have come before you- and learnt the hard way – so you don’t have to.
The hardest step of the process is often the simple act of getting started; so why wait?
Get in contact with Next Practice today, and start your journey on the road to bigger, better results in your organisation.
Thanks very much for your time,
Nick Fagan – Next Practice Education
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