Thomas Lim is an AI+Web 3.0 Coach & Trainer. Dean with Thrive Consulting and Vice Dean of SIM Academy; He is an author and game designer.
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Among my corporate clients in coaching and training, a few stand out for their visionary contemplations of transformation. This is usually driven by strong leadership support in the building up of internal capabilities and competencies in aspects such as being an intelligent, learning and coaching-centric organization.
Such an undertaking goes beyond optimizing for the present and instead keeps the long-term view in mind, nurturing a culture of continual growth and learning embedded within the company’s values and work fabric. To them, it is not sufficient to just equip their teams with the technical expertise required for the job; they must now foster environments in which employees learn to guide and coach one another and the teams they lead. A client of mine—I'll call it "Organization X"—serves as a testament to this worthy endeavor, having recently embarked on an ambitious journey to instill a coaching-centric culture among its middle managers.
The Genesis Of Coaching At 'Organization X'
The seed was sown when Organization X decided to better understand the benefits of workplace coaching by introducing a two-month coach-training pilot for a select group of managers. The company did not go down the route of hiring external coaches but chose to work with a coach training company to train these leaders using a specially curated workplace coaching methodology.
The coaching framework needed to take into account their dual responsibility of being a reporting officer and being an internal coach to their team members. The core question Organization X wanted to know was this: Can a leader-manager effectively be a coach while simultaneously wearing the reporting officer hat?
The pre- and post-pilot surveys yielded positive results in the affirmative, leading to a wider rollout of this workplace coaching curriculum called PEARLS. Collaborating with the same coach training company further, Organization X crafted a unique coach training journey for 50 more middle managers over a six-month period.
The approach was unique in that each manager was accompanied by their coachee in a monthly cohort of 10 pairs over a one-month period. Through a blend of online and on-site sessions, these middle managers were trained in the PEARLS coaching framework, equipping them with the skills to conduct scheduled 30-minute coaching conversations and have the competencies to identify coachable moments in their day-to-day work.
PEARLS: A Discovery Dive
PEARLS—an acronym for Determining Purpose, Exploring Experience, Seeking Alignment, Building Resilience, Deepening Learning and Stepping Out—forms the backbone of Organization X’s coaching mantra. Through this framework, these newly minted internal workplace coaches can metaphorically take a diving expedition with their coachees, tapping into each individual's sense of purpose, understanding their experiences and shaping positive attitudes.
By focusing on resilience, learning and actionable steps, the coaching sessions shifted away from the default "problem-solving" interactions and enabled a totally different type of conversation—one that is based on coaching the person and not the problem, with the promise of following the agenda and interests of the coachees and not of the coach-cum-reporting officer.
This shift noticeably created a very different environment and relationship between the coach-managers and their coachees and was consistently observed and reported across the different cohorts who were trained. As a co-author of this coaching framework, I was pleased to see evidence of its impact on the individuals and the organization at large.
Measuring The Magic Of Coaching
With the curriculum rolled out, Organization X then faced a new challenge: How do you quantify the impact of such an initiative? To address this, I worked with the organization to embark on an impact study with five critical objectives.
The study's methodology was designed to map out both the causal and the indirect impact of having coaching introduced into the organization. From in-depth one-on-one interviews that delved into the nuanced experiences of coaches and coachees to structured questionnaires that aimed to capture a broader sweep of quantitative data, Organization X wanted to ensure they left no stone unturned.
A mixed-methods approach using both qualitative and quantitative data was put in place to collect data and process and develop insights into the coaching initiative's real-world business outcomes.
The Road Ahead: A Peek Into The Future Of Coaching
The two-wave research will serve as a beacon for Organization X's future coaching initiatives. Not only will this study evaluate the present status, but it also will provide actionable recommendations, ensuring that the organization's coaching culture continues to evolve and improve. Refinements will inform future curriculum design and the training pedagogical delivery.
Organization X’s ambitious journey offers valuable lessons for companies seeking to inculcate workplace and team coaching as a transformative intervention. Its story underscores the immense potential that lies in harnessing a coaching culture. Here are some reasons why it matters:
Continuous Learning
In an age of rapid change, learning is no longer a one-off event but an ongoing journey. Through coaching, organizations can ensure continuous personal and professional growth.
Empowerment And Autonomy
Coaching equips team members with the tools they need to navigate challenges independently, fostering a sense of empowerment and autonomy.
A Ripple Effect
The effects of a coaching culture ripple outward. Enhanced individual performance contributes to stronger teams, leading to an organization that’s agile, responsive and more aligned.
The Human Touch
In a digital era, the human touch becomes more valuable. Coaching fosters genuine human connections, essential for motivation, loyalty and well-being. I strongly believe artificial intelligence (AI) can and should be used to complement coaching in organizations, but it must never replace the human coach entirely.
For enterprises considering a similar voyage, Organization X’s experience serves as both inspiration and a blueprint. As the boundaries between traditional managerial roles and coaching coalesce, we are ushered into a new era of corporate culture—one that prioritizes growth, connection and transformation.
Remember, in the evolving landscape of business, it is not just about being ahead; it is about lifting your people as you climb. The coaching culture is the bridge to that future. So to every leader reading this: How might you don the coach’s hat?
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