8 reasons why your organisation needs an internal coaching function

An Internal Coaching function is a strategic investment that can yield substantial benefits for your organisation. Following my post on ‘How to build an internal coaching function’, last week, I was asked if there is a place for internal coaching and does it work!

Having worked both as an external and internal coach, I have a good perspective of both sides.

Whilst external coaching has its place, it is usually reserved for board and C-suite and hence only impacts a small percentage of employees within an organisation. Internal coaching transforms not just a few individuals, but the entire organisation.

There are many compelling reasons why an organisation might want to invest in developing its internal coaching function. Here are my top 8 plus and extra 4 🙂

Organisational:

1. Cost-effective and scalable: external coaching services can be expensive and investing in internal coaching offers a cost-effective alternative. Organisations can reduce expenses associated with external coaching fees while still delivering high-quality development opportunities to more of their employees.

2. Accessible and Inclusive: internal coaching can reach a wider range of employees across different levels, functions and locations within the organisation.

3. Customised and Strategic: Internal coaching programmes can be tailored to meet the specific needs and / or develop a defined population of the organisation. They can focus on particular skills, behaviours, mindsets, gaps…or support employees during periods of change. This customisation ensures that coaching initiatives align with the organisation’s strategic objectives.

4. Develops Leadership and Talent: it can drive the leadership and talent pipeline through integrated coaching solutions by aligning coaching with leadership and talent initiatives.

Internal coaching programs can identify and nurture leadership potential within the organisation, helping to grow future leaders and ensuring a consistent leadership style aligned with the organisation’s values and objectives.

It can help to identify both organisational and individual strengths and development opportunities, which can inform strategic planning, decision making, future leaders…

5. Enhances Performance: Internal coaches can leverage their understanding of the organisation’s culture, dynamics, values, processes and context to tailor their coaching interventions and align them with the organisation’s business objectives and priorities. It can enhance performance by providing personalised interventions and feedback.

6. Increases Engagement and Retention: it increases employee engagement by demonstrating that the organisation is committed to their professional growth which can, in turn, improve talent retention and reduce turnover.

7. Builds a Coaching Culture: It fosters a coaching culture where coaching is seen as a normal and desirable part of learning and development. Internal coaches can play a pivotal role in reinforcing the organisation’s culture and values, helping employees to understand and embody the company’s mission, vision, and core principles, leading to a more cohesive and aligned workforce.

8. Systemic: it can deepen connections across the organisation, strengthening internal networks and spreading the impact of coaching

And another 4….

Individuals and teams

1. It provides a safe, confidential non judgmental thinking and reflective space which supports not only development but also well being, contributing to a healthier and happier workforce.

2. It fosters a culture of continuous learning, empowering employees and encouraging them to take responsibility for their own learning, professional and career development.

3. It improves individual and team performance by helping them to identify and leverage their strengths and work on areas of improvement.

4. It helps to motivate and empower individuals to excel in their roles and contribute to the organisation’s goals.

Challenges and risks associated with internal coaching are often cited as quality assurance, confidentiality, role clarity…. Robust governance and guidelines, a rigorous monitoring, feedback and evaluation mechanism and regular supervision reduces this ( see my earlier post, 7 tips to building an internal coaching function)

Having worked as an external coach for 8 years and as an internal coach for two different corporate organisations, I have found that most internal coaches are highly experienced, qualified (often to Masters’ Degree level), engage in supervision and continuous development and have a real passion for their role and organisation.

Organisations are constantly undergoing change and transition, be it cultural or structural. This requires new learning, unlearning, continuous learning, emotional and learning agility, adaptability… and internal coaches are in a prime position to facilitate this process.

An internal coaching function is a strategic investment that can yield substantial benefits for organisations. It is a cost-effective and flexible approach to leadership, talent and culture development that fosters continuous learning and helps organisations thrive in an ever-changing business environment.

Do you run an internal coaching function? Work as an internal coach? Do share your thoughts

If you are looking to to set up an internal coaching function in your organisation, do get in touch.