How to Perform On-the-job Training - Dean Amory

STEP THREE
Build an appreciative and developmental view of the organisation's current and aspirational culture
There is nothing worse than being told: 'You need to become a coaching culture.' In several
organisations, we have worked with people drawn from across the functions and hierarchy of the
organisation to elicit the positive aspects of the current culture, as well as what is not working and
what needs to be developed.
STEP FOUR
Consult with your leaders
It is true to say that leaders often get the culture they behave, rather than the culture they want to
see. Ask your leaders across the organisation: How can you be the culture you want to see? This
builds a hunger for coaching so that the process is demand-led, rather than pushed on people from
above.
STEP FIVE
Develop a select community of appropriate external coaches
These coaches should not only be accredited, supervised and experienced, but also fit well with the
organisation and be challenging enough to help senior leaders achieve the change needed. This
community needs to come together regularly to update them on the organisation and to gather
lessons learned from the various coaching conversations while protecting appropriate
confidentiality.
It is important to ensure that the coaching is not just for individuals but for teams and departments.
Culture resides more in the collective relationships than it does in individuals. Individual
development will not by itself shift the culture.
STEP SIX
Build an internal coaching capability
You can do this by developing a pool of coaches that are prepared to undertake coaching training
and spend two or three hours each week coaching managers from other departments, as well as
receive supervision.
STEP SEVEN
Give all managers basic training in coaching skills
This will ensure that one-to-one meetings with staff, team meetings and performance reviews
conform to your coaching methodology and approach. In one local authority we have partnered the
internal training department, to train the top three tiers of leaders and observed them carrying out
one to one meetings with their staff, and given them feedback and supervision on their coaching. A
number of these leaders have now gone on to run training events for their people in how to coach.
STEP EIGHT
Ensure that coaching is built into all HR processes and metrics including performance measurement
Coaching must become part of each manager's balanced scorecard and part of what is reviewed and
rewarded, part of job descriptions, selection and promotion criteria, leadership capabilities,
managerial competencies and the like.
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