Why Build a Coaching Culture?

As Trevor began his rollout of coaching in the organisation, he pondered over the many conversations he and John (his COO) had had. Over Friday night drinks, the two friends talked shop.
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While it was deemed as a chill night for both, they were passionate about fulfilling their dreams hence the conversation most often reverted to work and how they were going to make a difference to the workforce

As Trevor began his rollout of coaching in the organisation, he pondered over the many conversations he and John (his COO) had had. Over Friday night drinks, the two friends talked shop.
While it was deemed as a chill night for both, they were passionate about fulfilling their dreams hence the conversation most often reverted to work and how they were going to make a difference to the workforce.
Their joint purpose was to see employees operate from their passion so they too could reap the rewards of high performance. John had been through the Neuro-linguistic Programming course and was unstoppable. Trevor relied on him as an internal champion within the organisation, someone who would informally make things happen at various levels.


Trevor too had a story to tell. His personal journey had been one of change. Not planned by any means, he never expected to be tumbled around like revolutions in a washing machine but that was exactly what happened. He recognised that was the old way of moving through change which was painful and long.


Today, he wanted to provide less arduous ways of making change, ones that would be better accepted and embraced. The big bold answer was coaching in the 21st century! When people learnt the mindset of a coach, their language changed for better outcomes. They also understood behaviour at a deeper level.


NLP was easy to learn. That was the punch line. In a matter of a few weeks John learnt the structure and processes that underpinned the science. He was most excited at not having to study years to be a psychologist. He could help others strengthen their identity so quickly by teaching them how to self-manage.


Trevor was going to get each employee to buy in at some level. Everyone had to tick one box or more to identify what they would like to get out of this organisation initiative. He listed options down;

• You are unwell and would like to heal
• Your performance has plateaued and you seek more
• You know deep down inside you are not doing what you truly desire
• You are producing unsatisfactory results in your relationships
• You are already successful and ask yourself “what next?”
• You would like to learn the model of high performance

These markers helped identify where they were on the curve of change. It was called calibration in NLP. Present state to desired state – where are you now and where would you like to be?


The Human Resource team who were assisting in this rollout would be on the lookout for more internal champions. John would then head up the team, doing informal under the radar work to move the masses towards the organisations goals and vision.


John did forewarn Trevor that employees who were structured in mindset would take to NLP like a duck to water, as it was process-driven. This context, process and structure approach was popular with IT, Finance and Engineering departments.


Like a 6-Sigma of the mind, learning to coach was an easy process. Driven back to basics it was just about following steps that produced profound outcomes. There were processes for building rapport, resolving conflict, aligning people internally, eradicating negativity – a process for everything in the life skills toolbox that was needed to live a fully empowered life.


Trevor had arranged for senior management to start the corporate coaching rollout. It was important that they understood how NLP could be used in their daily lives at work and home. There were so many corporate applications that would make them more powerful - leadership, coaching, communication, presentation, culture alignment, team harmony and more.


The intention was to first acquire NLP skills then master these processes. Acquiring versatility and flexibility as a coach where it became second nature was important. Having fluidity to mesh them together and produce amazing outcomes for the workforce was the end game, so unlike many other rigid coaching models.


John did warn Trevor that results would be fast and sustainable. Most of all employees would love it. Learning NLP was experiential and fun. It would prepare the organisation for coaching in the 21st century!


These were exciting times ahead. Trevor was eager to see results in the next few months….