Culture, compliance and coaching approaches

I’m thinking about how organisations seek to achieve compliance of behaviour that is linked to their culture & values and how different approaches & to coaching & mentoring either enhance or conflict with the culture.

This is hurting my head at the moment, any ideas very welcome.


3 thoughts on “Culture, compliance and coaching approaches

  1. It’s a minefield, this one! It starts to encroach on issues like rights to expression and addresses the boundary between people as individuals and people as corporate employees.

    Previously, organisations recruited people that had a suitable skill set and then demanded that they adopt certain values, etc. once they were on board. But that model of top down management is on its way out… I hope!

    Nowadays, we see an increasing trend towards employing people who are a good fit culturally and then upskilling them. The trouble is that that gives rise to too many people getting their marching orders on the feeble pretext that “their face doesn’t fit”. My previous employer was particularly guilty of this – their staff churn was unbelievable!

    With the increasing disaggregation of the workforce due to remote working, outsourcing and contracting, one wonders what is to become of the corporate identity

  2. Thanks Karyn. Really interesting point you make re the impact of remote working on corporate identity.
    On one hand you could argue that this could lead to the organisation developing a more humanistic approach that lends itself to person centred coaching practice. However on the other hand….. a behavioural/performance driven approach from the organisations perspective may be even more relevant?

  3. Culture Compliance and Coaching approaches.

    My experience suggests that organisations and institutions work hard to get compliance from individuals through a range of systems, policies and approaches.

    It could be suggested that coaching is part of the wider control system to ensure that employees meet the organisation’s objectives and performance targets.

    This raises issues for me as to whether coaching is provided for the iindividual or the organisation and whose agenda is being met in the coaching sessions . It could also raise conflict for coaches who are employed from outside the organisation and not embedded into the organisational culture . I wonder how coaches who support transformational coaching ideals relate to this topic

    I consider that mentoring relationships, which are set up internally to support new recruits , will often be concerned with ensuring that the mentee understands the organisational culture .

    Does this mean that the mentor is an agent of the organisation to ensure compliance?

    As I write this I feel uncomfortable with the topic and I recognise this is with the word ‘compliance’ it challenges the view, (through the rose coloured spectacles I am wearing today ) that coaching and mentoring are empowering relationships. It raises some interesting thoughts as to who is pulling the strings in the coaching relationships.

    PS My head hurts now too. Good luck with it !

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