6 Coach Culture skills. With their newfound coaching skills, they started asking open-ended questions, they began actively listening, paraphrasing for understanding, and finally they were engaging instead of arguing. Program development became a coaching session, a team-focused collaboration. Can you guess what happened to turnover? Instead of allowing an environment where the loudest voice always wins, they used a coaching approach. This created a shift across the company. People started bonding as they worked, and their turnover was reduced by over a third. That kind of reduced turnover can save a company millions in training alone. Their corporate culture went from a hostile environment with a high turnover (and a weak product) to the golden girl of their industry. Everyone wanted to work there! ENGAGEMENT By building a coaching culture at my own company, we increased employee engagement by four hundred percent, validated through our own internal surveys with an established baseline.
Introduction 7 It wasn’t a small project, I was one coach in a department of ten thousand people, but the size didn’t matter. Size is often the factor that deters companies the fastest—you think a coaching program has to be one-on-one, but that’s not the case. Sometimes, it’s even easier in big groups. Think about it this way: What makes an engaged employee? Gallup introduced the Q12 survey many years ago, which asks employees twelve key questions across these four categories: 1.) What do I give? 2.) What do I get? 3.) Do I belong? 4.) Do I have an opportunity to grow? Gallup’s science is based on 30 years of research with more than 30 million employees. Are you wondering what the value of an engaged employee is? A strong correlation between both productivity and retention sits with the engaged employee, which translates to less recruiting, hiring, and onboarding of employees, and once they are established, they are more productive than their peers. That productivity and retention turns into profitability. Many companies have their own similar surveys to define how engaged their employees are; my company’s was called the Voice of the Workforce survey, and it was measured annually. The most important question on that survey, in my mind, was paraphrased like this: “Do you actually think management is going to do anything with this data?”