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t. 01706 217122 m. 0792 191 4099 e. michael@securushealthandsafety.co.uk

Coaching for a safer culture


CONTENTS INTRODUCTION

ONE Define success TWO Be the success you want to have THREE Find your existing examples of success FOUR Breathe life into the successes you have FIVE Develop your internal coaching resource SIX What’s new? © Copyright 2018 Securus Health & Safety Limited


INTRODUCTION How to improve the culture of an organisation is something that occupies the thoughts of many professionals, including occupational safety and health (OSH) practitioners. But it is also true that the phrase ‘culture change’ is used so often these days that it is fast becoming drab and almost meaningless, a platitude. Try this … the next time you hear someone in the workplace use the phrase ‘culture change’, ask them what they mean by it. Do they hesitate, trip over their words and seem unsure? Many do. If you are looking to achieve a change in culture with a view to healthier and safer outcomes, are the plans that you have going to deliver the culture you want? What are your plans? What is it you want? This publication outlines an approach for navigating your way to a better culture and it shows why it is, that when it comes to culture change, coaching is the nearest thing to a silver bullet there is.

© Copyright 2018 Securus Health & Safety Limited


© Copyright 2018 Securus Health & Safety Limited


ONE Define Success Coaches are solution-focused. They use solution-focused techniques like The Miracle Question to focus their colleagues and clients on what it is they want. “If, by some miracle, you were given the culture you aspire to have, how would you know you had it? When you arrive at work tomorrow, what will you see? What will be different?” Visualising and describing in detail how the future would be when the goal is reached, is a vital first step. It’s beginning with the end in mind.

Rather than be pre-occupied by the reasons for where you are, and why things aren’t the way they should be, coaches are interested first and foremost in what it is you want. © Copyright 2018 Securus Health & Safety Limited


TWO Be the success you want to see It is said that leaders get the culture they behave, which is not always the culture they want. New cultures must first take root and then evolve. This can be started if influential people champion the new culture and role-model the behaviours. Wanting to change, wanting to operate differently, to perform better, creates an appetite for coaching. Coaching is person-centred. Coaches use person-centred techniques to help people learn and develop. Coaching is a development technique used the world over, to help people change.

Š Copyright 2018 Securus Health & Safety Limited


THREE Find your existing examples of success Coaches believe that the world is full of resources and that your workplace is already full of resources. Where are the examples of success you aspire to have? However small they are, however fleeting when they happen, these are resources, assets that can be drawn on by the organisation in order to function more effectively. What, that exists already, works? What else? What else?

The greater the detail and the more precisely you’re able to describe the things that are already working well and contributing to the culture you aspire to have, the more abundant the resources seem and the easier the situation appears. Again, this is a hallmark of solution-focused coaching.

Š Copyright 2018 Securus Health & Safety Limited


© Copyright 2018 Securus Health & Safety Limited


© Copyright 2018 Securus Health & Safety Limited


FOUR Breathe life into the successes you have The emergence of a new culture is driven by a coaching-style of leadership and through fueling resources. Promoting what works through role-modelling and knowledge sharing, spreads those small and fleeting examples of success from isolated pockets across more and more of the organisation. What do you need to do to make this work better, more often, in more situations? What else? What else?

Initiatives that are derived from what is known to work, are less experimental than others and therefore lead to more rapid and sustainable results. These in turn fuel further successes across more of the organisation. Focusing on resources and what works, is also a feature of solution-focused coaching.

Š Copyright 2018 Securus Health & Safety Limited


FIVE Develop an internal coaching resource Coaching is most often characterised as a one-to-one, collaborative technique in which a coach supports the development of a colleague or client through insightful questioning and active listening. At a macro-level, coaching can also be the stimulus for more strategic development.

External coaches are often able to achieve a level of objectivity which is particularly helpful at the outset of such programmes and in a ‘steering committee’ capacity throughout. New cultures are propagated through productive relationships and highly-effective conversations on a day-to-day basis. By necessity therefore, it is vital also for an organisation to develop an internal coaching capability. The evolution of a new culture is helped the more people there are, at all levels, who use a coaching approach.

© Copyright 2018 Securus Health & Safety Limited


© Copyright 2018 Securus Health & Safety Limited


SIX What’s new? A habit of regularly reviewing keeps an organisation alert to new successes being developed. Reviewing doesn’t mean “have we done what we said we were going to do?” It means “what’s new?” What’s better?” What’s helping that might work elsewhere? In solution-focused coaching, there is no failure, there is only feedback.

© Copyright 2018 Securus Health & Safety Limited


© Copyright 2018 Securus Health & Safety Limited


t. 01706 217122 m. 0792 191 4099 e. michael@securushealthandsafety.co.uk

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Coaching for a safer culture  

Coaching for a safer culture

Coaching for a safer culture  

Coaching for a safer culture

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