As a human resource leader, you are ideally placed in the organization to create, manage and grow coaching efforts. Yet, the challenges and pitfalls you face in making it happen are many.

Whatever level of commitment your organization has made to coaching to this point, you probably have many questions. A new book from CCL was written just for you: The Center for Creative Leadership Handbook of Coaching in Organizations.

In the book, CCL shares lessons learned working with organizations in over 130 countries and with over 30,000 leaders a year. It includes research from The Conference Board indicating that coaching interest and investments will continue to grow in the coming months and years. In fact, of the organizations using internal coaches, almost 75 percent expect to increase their use.

The Handbook shares best practices and smart approaches to help you create and manage comprehensive leadership development solutions that incorporate coaching. It discusses how to shift from one-off and ad hoc coaching activities that are inefficient to a strategic, systemic approach that will lead to better results. It looks at how coaching conversations can become embedded in everyday leadership, providing benefits such as improved performance, employee retention and engagement.

The book also addresses the fact that HR professionals typically play unique, multiple roles. In addition to creating and managing coaching systems for the organization, you may be coaching a business partner, advising and helping other leaders on delicate and sensitive issues, or coaching an executive who is in danger of derailment. Later, you may be called on to guide talent management or work with a team to resolve its internal conflicts.

These multiple roles and competing challenges are unique to human resource departments — and the resulting political, ethical, legal and interpersonal factors cannot be ignored. These particular circumstances can affect your coaching approach and how you navigate your various responsibilities. Coach training that doesn’t address this complexity will not properly equip you with what is necessary to do the job.

“In writing the Handbook chapters, the authors were clear about the reality HR leaders face,” says Doug Riddle. “This is not a pie-in-the-sky, how-to book — we see it as having an honest and valuable conversation with the people who bear the most weight as organizations strive to leverage the benefits of coaching.”

7 Elements of an Integrated Coaching System

“The value of coaching is amplified significantly when it is expressed in integrated, comprehensive systems,” writes Doug Riddle in a chapter on the subject in CCL’s new Handbook of Coaching in Organizations.

As you think about your organization’s needs and leadership culture, consider the value of comprehensive, goal-focused and systematic coaching. The following elements are those most frequently found in an integrated coaching system:

  • Executive coaching: One-to-one coaching by a trained external professional.
  • Mentoring: An experienced leader meeting with someone more junior to help him or her benefit from the greater experience.
  • Peer coaching: Meetings of equals to support and challenge each other’s growth.
  • HR coaching: The interventions human resource professionals are called on to address individual, interpersonal and group problems within the organization.
  • Manager as coach: Managers using coaching approaches as an element of their leadership.
  • Digital goal-tracking and reminder systems: Digital and Internet reminder service to support goal achievement for individuals.
  • Team and group coaching: Intervention by a professional to improve the functioning of groups.

CCL’s new book, The Center for Creative Leadership Handbook of Coaching in Organizations, is now available. It is written for anyone who is responsible for coaching initiatives in organizations. 

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