Safety Culture and Coaching Climate - Part 3

Welcome you all to part 3. To best summarize Part 1 & Part 2 , We concluded that a lifetime goal for any organization is where its employees reach a state of interdependent leadership. And a proven way of doing that is developing an engaging safety climate where coaching becomes a communication style among work teams. This will evolve to develop a sustainable safety culture. the catalyst for this transformational process is the " Visible Leaders."

In the journey of transformation and generating new visible leaders, there will be a long list of items to learn and unlearn. We started in the last article with the attitude. where the visible leader need to unlearn the old attitude and learn to be more coach-like

In the below example, we illustrated in the last article how a typical leader approaches safety violations at the site. This time, we will see how a visible leader approaches the same situation.?

So, It's now crystal clear that you would need to transform typical leaders into visible leaders in safety to have a sustainable safety culture for any organization.

Typical leaders need to unlearn the old version of them and learn a new set of qualities, and no, no, it's not more training, enforcement, or new procedures. Its the 11 core coaching competencies defined by the International Coach Federation (ICF)

#1 Meeting Ethical Guidelines And Professional Standards, #2 Establishing The Coaching Agreement, #3 Establishing Trust And Intimacy, #4 Coaching Presence, #5 Active Listening, #6 Powerful Questioning, #7 Direct Communication, #8 Creating Awareness, #9 Designing Actions, #10 Planning And Goal Setting, #11Managing Progress And Accountability.

In future articles, we will be featuring more space to showcase how the ICF's eleven core coaching competencies can be used at the workplace.

At last, I would love to hear from you guys in the comments section about how you usually approach similar situations at your workplace?