The Coaching Edge, Part 2: Building a Coaching Culture in Your Organization

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The Coaching Edge, Part 2: Building a Coaching Culture in Your Organization

In Part 1 of this series, we explored the myriad benefits of a coaching culture and how it creates a ripple effect throughout an organization. In Part 2, we explore the “how” of implementing and embedding a coaching culture within your organization.

For a recorded webinar on The Coaching Edge, check out Part 3.

The Power of Curiosity

Over here at Two Piers, we’re kind of zealous in our enthusiasm about curiosity. We’ve written about it at length, and presented workshops on it. Fundamentally, curiosity is one of the core building blocks of coaching. Those with a coaching mindset:

  • Stay curious longer, avoiding settling into assumptions or jumping to conclusions

  • Zoom out from the nitty gritty mechanics of an issue to ask the bigger “what” questions around impact, ideals, and change

  • Partner in problem-solving and ideation rather than directing or telling

  • Ask open-ended questions that expand thinking and foster creative solutions

  • Avoid the "why" trap (which can trigger defensiveness)

  • Use the magic, expansive question: "And what else?"

Research shows that leaders who demonstrate genuine curiosity tend to create psychologically safer environments that are much more conducive to innovation (1). By nurturing curiosity across your organization, you lay the groundwork for a coaching culture to take root.

Practical Coaching Techniques: The GROW Model

One classic, helpful framework for taking a more coach-like approach is the GROW model. (We’ve added an additional N to the acronym below). Research in the International Journal of Evidence Based Coaching and Mentoring supports the efficacy of structured approaches like this (2):

  • Goal: What are we hoping to achieve? Why is this important?

  • Reality: Where are we right now? What information do we have or need?

  • Options: What possibilities exist? What approaches might work?

  • Will: What specific actions will we take? What obstacles might arise?

  • Next: What are the next steps in this journey?

This simple structure helps transform vague concerns into concrete action plans. Even leaders with minimal coaching training can use this model to significantly increase the impact of their conversations and better support their teams. 

Practical Applications in the Workplace

Coaching isn't just for formal sessions or for steady-state operations. A coaching mindset can be useful in both day-to-day work, as well as the outlier situations:

1. In Command-and-Control Environments:

  • Create clear structure to provide psychological safety

  • Take appropriate responsibility while empowering others

  • Ask "What have I missed?" to invite input and demonstrate openness

2. When Delegating:

  • Focus on "what" needs to be achieved rather than "how"

  • Request playback to ensure understanding

  • Collaboratively brainstorm potential barriers

  • Set check-in points that provide support without micromanaging

3. When Expectations Aren't Met:

  • Stay curious longer before jumping to conclusions

  • Conduct a collaborative root cause analysis

  • Consider systemic factors, not just individual performance

  • Develop mitigation strategies together

Research by Google's Project Oxygen found that great managers coach rather than solve problems for their team, resulting in higher-performing teams (3). Taking a coaching approach shifts the dynamic from a directive to a developmental approach.

Building Your Coaching Infrastructure

To create lasting change, coaching needs structural support within your organization:

1. Invest in Professional Coaches

Consider bringing in ICF-accredited coaches, particularly for:

  • Leaders in strategic positions with maximum organizational influence

  • High-potential employees ready for accelerated development

  • Teams navigating significant change or challenges

External coaches bring objectivity and specialized expertise that complement internal development efforts. Research by MetrixGlobal indicated a 529% ROI from the coaching process, excluding the benefits from employee retention, (4) .

2. Train Internal Coaching Champions

Develop internal coaching capabilities through:

  • Comprehensive skill-building programs focused on core coaching competencies

  • Practical application opportunities with feedback

  • Communities of practice where coaches can share experiences

  • Certification paths for those showing aptitude and interest

Organizations with a mix of external and internal coaching resources report the strongest outcomes, according to ICF research (5).

3. Integrate Coaching Into Existing Processes

Embedding coaching into organizational systems helps it become "the way we work" rather than an add-on:

  • Include coaching skills in leadership competency models

  • Incorporate coaching conversations into performance management processes

  • Create meeting protocols that encourage coaching-style interactions

  • Design onboarding processes that introduce new hires to coaching approaches

4. Create Accountability Systems

What gets measured gets done:

  • Track frequency and quality of coaching conversations

  • Survey employees about the effectiveness of coaching interactions

  • Monitor development progress resulting from coaching

  • Recognize and reward strong coaching behaviors

McKinsey research shows that organizations that track these metrics see 3.6 times the leadership strength and depth compared to those that don't (6).

Some Common Refrains and FAQs

When we talk about embracing a coaching culture, we typically encounter a few classic questions:

"Who has the time for this?"

A better question might be: Who has time to have all the answers and fix all the problems? Research by HBR found that leaders who develop others save up to 20% of their time in the long run7. Coaching distributes problem-solving capacity across the organization, ultimately saving time.

"Can a manager be a coach?"

While managers can and should use coaching skills, they aren't completely independent coaches due to their stake in outcomes. The key is clarity. It’s essential to be transparent about when you're wearing your "manager hat" versus your "coaching hat." For development areas where objectivity is crucial, consider bringing in external coaches to complement manager coaching.

"Does coaching only work top-down?"

Not at all! Coaching techniques can be used with peers, to manage upward, and even in personal relationships. The skills of asking powerful questions and listening deeply are universally valuable. Organizations that encourage multi-directional coaching report more innovation and agility8.

The Role of Professional Coaching Expertise

Throughout this journey, professional coaches play a vital role. Beyond working with individual managers to grow their leadership skills, they can:

  • Train managers in coaching skills

  • Mentor internal coaches as they develop

  • Facilitate team coaching sessions

  • Provide guidance on embedding coaching in organizational systems

  • Offer specialized expertise for complex development challenges

Their expertise accelerates the journey toward a coaching culture and ensures quality in both approach and outcomes. Research from HBR supports that organizations using professional coaches see faster and more sustainable culture change9.

The Journey Is Worth It

Creating a coaching culture requires patience, persistence, and commitment. It won't happen overnight, but each step brings incremental and nearly immediate benefits. Organizations that have successfully made this transition report not only improved performance metrics but also greater adaptability, innovation, and employee satisfaction.

In times of uncertainty and rapid change (i.e., exactly when organizations might be tempted to revert to command-and-control approaches or reduce development funding), coaching cultures show their greatest strength. By building problem-solving capacity throughout the organization, you create resilience that withstands even the most challenging environments.

As you begin implementing these strategies, remember that perfection isn't the goal; progress is. Each coaching conversation, each curious question, each moment of empowerment builds momentum toward transformation.

What first step will you take toward building your coaching edge?

Erica D'Eramo