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mpany improve the performance; as a result, they must be paid for the service they provide. It is significant for the company to consider the coaching cost. This is serious in the company which is on the decline of the income. Is the cost worth to pay? Is the really helpful based on this price? • Personal Matching.Coaching is about to build relationship between coaches and coachees. Some people might have the problems when communicating with another person in an isolated environment. They perhaps fell nervous, which has a negative impact on the performance. • Standard of teaching.It is unnecessary for the company to employ coaches with poor knowledge and experience. They are not able to even provide a specific coaching plan. This is not the a improvement for the company. The organisation usually seeks the coach who knows his subject particularly well. • Conflicting goals.Somebody may have different ideas with the coach. For example, if your gold is to improve performance, but at the same time the coach is looking to leadership coaching. Then it is hard for coaching to be continued. Be sure that objectives are similar. 

What is a coaching culture?

A coaching culture is where “all members of the organization fearlessly engage in candid, respectful coaching conversations, unrestricted by reporting relationships, about how they can improve their working relationships and individual and collective work performance”
(Tom Crane, Creating a Coaching Culture)

Ken Blanchard (1995) puts put his opinion:
“Everybody’s a coach in some aspect of life, and that means you. Regardless of whether you have an official title, there are people out there who need your help.”

“When you create a culture of coaching, the result may not be directly measurable in dollars. But we have yet to find a company that can’t benefit from more candour, less denial, richer communication, conscious development of talent, and disciplined leaders who show compassion for people”
(Sherman and Freas, Harvard Business Review, 2004)

Leaders who coach foster confidence within their teams through the faith the
leaders demonstrate in their teams by letting go and letting other people lead (Kouzes & Posner, 2002). As coaching practices succeed, the subordinates also begin to coach their associates. In this way, a culture eventually develops. When coaching becomes a widespread practice within an organization, a culture of coaching will develop (Crane, 2007). Coaching cultures have developed as a means of engaging entire organizations in the transformative coaching process (Crane, 2007).

Everyone must have something that others don’t have. In general, coaching culture encourage individuals support each other and share ideas. People in the organization would improve coaching behavior and influence others.

According to HAD Coaching Culture Survey 2011, it showed the major trends are shown as below:

Over 85% of organisations surveyed are either thinking about developing a coaching culture (45%) or are in the process of implementing one (42%)

12% of organisations believe they have successfully established a coaching culture

Factors support and inhibit a coaching culture
Supporting factors
There are lots factors which support a coaching culture. Fiona Eldridge and 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。