Scaling Coaching in Large Organisations with Mohit Jiwnani

Scaling Coaching in Large Organisations

What does it take to be able to scale, a coaching program at a large company and large midsize? I feel largely the definitions of scaling remain the same, and are relevant across, organizations, depending on where you’re at and how far along you are in your coaching journey or, in the process of rolling out coaching in your organization. This I would think is also true if you’re going in as an external consultant, and if you’re working with a company and their leadership to help scale and a lot of coaching programs, or even just skill and work with a few of their executives, directors, leaders.

So I think this is applicable across. So right at the top, one of the things that I wanted to call out is just creating an ecosystem of leadership development to drive accountability becomes really important. And this is something that you can hopefully see that relates to the definition that I just shared. One of the things that we’ve tried to do at Intuit is we’ve tried to start by establishing the right expectation for leaders. What I’ve found that’s been missing for many years of doing people development, digital development is that we don’t know what we’re measuring. And, oftentimes we come back and we find it very hard to say whether this was a success or not at the end of six months at the end of the year.

To really start at the top by ensuring that everybody understands what those leaders should behaviors are, what those expectations are, and mapping them to a common set of values, company, mission, vision, wherever possible is something that’s really important. Something that’s really critical to ensure that we’re creating overall success, for the development experience for the coaching program. So that’s right up the top. Number one.

The second one that I wanted to share was, really trying to design and create some best practices that support coaching as a way of life. Some of you said this when we asked you just what coaching means to you and you know, I think this speaks to, what some of you were sharing, integrating coaching with all other development experiences. I feel, is something that, I as an HR professional did not do very well for a very long time. I think that seems to also be common. I can’t speak for everyone but I’ve definitely seen that as a gap for many years. So integration becomes really important. So really designing and trying to create best practices that will eventually ensure that leaders can continue to sort of, share and scale what they’re learning.

One of the things that we’ve tried to do at Intuit is to have leaders as teachers.

So if we ever have a leader go in, and be a part of an executive coaching engagement, we have them come back and teach and share their learnings and cascade their learning, as a teacher, as a facilitator, and just like that, there can be many more examples. One of the things that we’ve tried to do more recently is trying to integrate, coaching, and try to see if we can find a space for our senior, most leaders who are and have seen tremendous change through executive coaching.

If we can set them up as coaches and if they’d like to play a role in scaling coaching, may not be at the same level, but at a different level within the organization. So just trying to find more organic or natural ways of integration I think is really important so that people understand that this is not something that they do at a six-month engagement as a one-year engagement, but it’s something that stays on it continues, you know, forever for life.