• The Keys to Successful Coaching
  • Is My Culture Slipping?
  • Coaching Removed
  • Can a Coaching Culture Survive in a Regulated World?
  • Is Your Company Allergic to Coaching?

    It’s long been known to psychologists that there is a tendency for people who hold positions of influence in an organisation to resist new ideas or radical change.

    Adopting a new culture of communication and openness within a business or organisation is most definitely a radical change and a new idea for many, so it follows that within many organisations there will be people who will actively resist coaching as a universal opportunity within the whole community.

    In some cases they might be happy to have coaching themselves, or for a particular group of people (directors, upper management, troublemakers, whatever), but will see an adoption of a coaching culture in a very different light. There will be some great excuses, (cost, disruption, etc.) and maybe some posturing “(I think it’s a great idea, but I just can’t see the staff accepting it”; “I’m all for it, as long as it’s not going to get in the way”) and other ‘Yes, but…’ sort of comments.

    Whatever reasons or rationale offered by the resistors of change, there is no point in either running roughshod over them - adopting the coaching model anyway, nor is there much mileage in trying to get them to see your side of the argument. They will generally become more and more entrenched, and the results will be disappointing.

    Perhaps a better way is to sneak up on them.

    Take a few individuals from within the organisation – from all levels if possible – who are keen to try coaching or who are already aware of it and would like to learn more. Engage them in a mix of coach training and co-coaching until they feel they are ready to try it out for real. Then send them back into the workplace to put their training into practice.

    This kind of viral introduction of coaching into an organisation won’t suit everyone, or won’t be something that every company could adopt, but if the circumstances are right, and the resistance is proving difficult to overcome then this might just be your best route to the positive results that a coaching culture can bring.

  • The 'Yes, But' Boss

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 Caitlin has made a real difference to my confidence and to the way I approach my business on a day to day basis.
John Baker, Regional Director, The Jockey Club
 It (coaching) unearthed a depth of confidence that I was beginning to question and enabled me to make a significant change within myself and my work.
Luke Joy-Smith, Managing Director - Somerset Social Enterprise
 I connected with my coach on our very first call and I believe that made the whole difference for me. I wish I could dig deeper on some of my remaining issues but unfortunately all good things have to end. I will definitely recommend coaching and have been already doing it for while. It definitely changed my life.
Stephanie Malka, Director NOC Service Engineering – EMEA
 Great to see that there has been a positive outcome from this.
Simon Gosney, Head of Learning and Development
 Tim has provided some high quality coaching support to me through a time of transition both in terms of job, career and organisational changes. He is a skilled and experienced executive coach who facilitated just the right mix of reflection, future visioning, challenge, compassion and stretch. I’d strongly recommend working with him if you are going through a career or organisation transition. Fun to work with, I always left my sessions with him feeling significantly clearer and more content with my overall direction of travel and next steps.
Neil Savage, Director of Organisational Development 2gether NHS Foundation Trust
 “I selected my coach on the basis that she had a completely different approach to my structured way of thinking. Katherine challenged me and took me way out of my comfort zone – scary and uncomfortable at times but eye-opening. These coaching sessions enabled me to see things from a very different perspective, gave me the time and space to reflect on my practice and provided practical tips and approaches as to how I can develop my performance.”
Zenobia Daar, Head of People, Governance & Performance
 Please continue with the programme. For a guy, like Paul, who does not use the word 'fantastic', who then uses must be really good!
Marissa Bartlett, Head of Organisational Development - Mid Sussex District Council
 Everyone learnt a lot about themselves and others. It was the first training in English that one of my mentors had done and it was really successful for him. We have all come away feeling more confident. I have been on many development programmes and I have to say it has been one of the best I have ever attended.
Radka Lankasova, HR Manager, DENSO MANUFACTURING CZECH s. r. o.
 Steve Delivered a professional, relaxed and engaging session. Relevance, interest and clarity of delivering allowed for a very productive outcome.
Andy Castle, VP of Network Operations and Engineering, EMEA
 I thoroughly enjoyed the time I spent with Steve. He encouraged me to look at how I view myself and my actions, to actively seek positive outcomes to every day situations. My perception of myself has certainly changed due to my conversations with Steve and I would highly recommend coaching sessions with Unlimited Potential.
Rik Roberts, Team Leader