Commitment to Coaching

Every culture has some level of commitment to ‘the way we do things around here’.

When an organization makes a commitment to coaching, however, they agree to work on improving business behavior. They closely examine ‘the way we do things around here’ and strive to improve it. It’s a big commitment, but if you’re in, you should be all in.

As we investigate this area of corporate culture, we look at the way organizations handle confrontation. We also examine what attitude a business takes toward improving behaviors and whether or not coaching is clearly defined.

With that in mind, let’s look at the three measurements for ‘Commitment To Coaching’:

• Height: Individuals within an organization can stand up and confront issues and differences head on, regardless of rank or status.
• Width: Everyone throughout an organization discusses business behavior. This creates a wide range of interactions and a wider range of options.
• Depth: Coaching must drill down deep, establish clear definitions and expectations, and permeate the organization.

We posed these statements to analyze the height, width and depth of ‘Commitment To Coaching’:

• Confrontation can be a positive thing
• Business behavior is a daily topic of conversation, along with skills
• Coaching and management are distinctly defined

Think about Duane, the Director of Marketing who avoids confrontation, as we proceed to analyze the Third Dimension of corporate culture: a commitment to coaching. Duane has never fired anyone. He emails instead of talking face-to-face, and prefers to hire friends, even if they aren’t great for the job.