『Coaching in Organizations』のカバーアート

Coaching in Organizations

Coaching in Organizations

著者： Dominique Mas from Group Coaching HQ
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Real stories and strategies for building coaching cultures within organizations - with an unapologetic love of group coaching.© 2026 Group Coaching HQ LLC 経済学
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  • From Skeptic to Coaching Culture Builder

    From Skeptic to Coaching Culture Builder
    2026/07/07
    📝 EPISODE SUMMARY What does it take to build a coaching culture inside one of the world's largest pharmaceutical companies, from the inside, and on your own time? In this episode of the Coaching in Organizations Podcast, Hartmuth Gieldanowski, Agile & Innovation Coach at Takeda Pharmaceuticals, shares the honest story of how a small group of internal coaches launched a coaching pilot in Zurich that reached roughly 100 employees in just two years. And it started almost by accident. You'll hear how Hartmuth went from resisting the inner work of coaching at a two-day training to becoming the person bringing that inner work to others. He shares the fears the team had going in, the organic way the pilot grew, why they opened it to all 1,300 Zurich employees rather than just senior leaders, and what they learned about measuring ROI in a space that doesn't easily reduce to numbers. If you're thinking about how to start or grow a coaching culture in a complex, global organization, this episode is a must-listen. 🧠 5 KEY TAKEAWAYS Hartmuth Gieldanowski shares what he learned from building a coaching pilot inside one of the world's most complex pharmaceutical organizations. Start local to scale globally: Takeda has over 50,000 employees across dozens of countries. Hartmuth's team focused on the Zurich headquarters first, large enough to generate meaningful data, manageable enough to move quickly. Organic growth is a strategy: The pilot was never a big launch. A newsletter mention, a simple landing page, and word of mouth were enough. Demand grew steadily and stayed manageable. Open coaching to everyone, not just executives: Leadership coaching often reaches only the top tier. This pilot was available to all 1,300 Zurich employees, rooted in the belief that resilience and self-reflection should not be reserved for a few. Let people taste coaching before committing: A 15-to-20-minute taster session did more to explain coaching than any written description. When people experienced it, they understood it. Build the connective tissue: One of the biggest lessons was that coaching programs don't exist in isolation. To earn sponsorship and stay alive, they need to connect to leadership development, performance goals, and organizational strategy. "If you do the right thing and you do it wrong, it's still better than to do the wrong thing and do it right. So you cannot lose." ↪️ WHAT WE COVER IN THIS EPISODE 03:11 - Hartmuth’s Coaching Journey: Hartmuth discusses his initial dislike for coaching 10 years ago. He explains how he later realized its importance for organizational success. 04:51 - Launching the Zurich Coaching Pilot: Hartmuth shares how his past experience influenced his humble approach to transforming organizations. He then describes how the Zurich pilot began almost by accident. 11:18 - Overcoming Initial Fears: Hartmuth talks about the team’s fears, including not finding enough coaches or being overwhelmed by demand. He explains how they organically found coaches and managed the workload. 16:00 - Opening Coaching to All Employees: Hartmuth explains why they opened the coaching pilot to all 1,300 employees in Zurich, not just senior leaders. He highlights the goal of building resilience across the organization. 18:51 - Impact and Reach of the Pilot: Hartmuth shares that they coached roughly 100 people in two years, typically for three to six sessions. He notes the main impact was strengthening internal resilience and increasing aliveness. 21:40 - Defining Coaching for Employees: Hartmuth explains how they helped people understand coaching by distinguishing it from mentoring and other services. They offered short taster sessions to allow employees to experience coaching firsthand. 24:50 - Local vs. Global Approach: Hartmuth discusses the difference between global values and local execution for cultural change. He explains why a local approach was necessary for coaching due to diverse contexts and privacy guidelines. 27:39 - Hidden Challenges in Program Design: Hartmuth points out that organizations often overlook the need to connect various initiatives. He stresses the importance of linking coaching programs to strategic goals like performance or DEI&B. 30:03 - Securing Sponsorship: Hartmuth highlights the importance of support from local HR and line managers. He emphasizes that a top executive sponsor is crucial for scaling such initiatives across an organization. 32:27 - Group Coaching Potential at Takeda: Hartmuth sees strong ROI for group coaching in supporting new leaders and fostering cultural understanding. He believes it can help align new leaders and bring together diverse cultural backgrounds. 🗝️ KEY THEMES How a reluctant participant became an internal coaching champion Building a coaching pilot inside a 50,000-person global ...
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    36 分
  • Building Coaching Programs Through Experimentation

    Building Coaching Programs Through Experimentation
    2026/06/15
    📝 EPISODE SUMMARY What happens when one internal coach is supporting 3,000 employees in a rapidly growing organization? In this episode of the Coaching in Organizations podcast, Betsy Campbell, Dream Coach at IMA Financial Group, shares how experimentation, collaboration, and group coaching became essential to scaling a coaching culture. From launching an ADHD-focused group coaching pilot to designing future programs around mindful change management, Betsy offers an honest look at what it takes to build coaching programs that truly meet people where they are. This episode explores psychological safety, coaching culture, internal coaching, and how group coaching can support growth and connection during periods of organizational change. 🧠 5 KEY TAKEAWAYS Pilots are designed for learning, not perfection: Betsy shares how treating coaching pilots as experiments creates room for iteration, growth, and honest feedback instead of pressure to “get it right” the first time. Group coaching often becomes more powerful through connection: What started as a structured coaching program for women diagnosed with ADHD evolved into a space where participants most valued conversation, support, and shared understanding. Coaching culture cannot be built alone: Building coaching in organizations requires collaboration across HR, leadership, and learning teams rather than relying on a single coach to drive the culture. The best coaching programs start with real human signals: Betsy’s pilot emerged after repeatedly hearing women disclose ADHD challenges during one-on-one coaching sessions, revealing an unmet need for community and support. Coaching helps organizations navigate growth and change: As IMA continues to expand rapidly through acquisitions, Betsy explains why group coaching and mindful change management can help employees stay connected, grounded, and engaged. “Coaching is not a performance. It’s not a movie. Other people aren’t watching it in that way.” ↪️ WHAT WE COVER IN THIS EPISODE 02:48 - Betsy Campbell’s Coaching Origin Story: Betsy shares how a colleague introduced the dream coach concept to IMA after reading “The Dream Manager.” This sparked her interest in coaching. She then found a program that resonated with her. 05:07 - Making the Leap to Dream Coach: Betsy describes taking a leap into coaching without knowing the exact outcome. She made a case for her institutional knowledge and passion for the organization. She eventually became IMA’s dream coach. 06:08 - Developing IMA’s Coaching Culture: Betsy discusses her approach to building IMA’s coaching culture. She emphasizes creativity, experimentation, and collaboration. She works with the HR team to introduce coaching principles to managers and leaders. 08:13 - The Coaching Landscape at IMA: Betsy explains that IMA uses external resources for coaching programs for managers and leaders. She also provides both group and one-on-one coaching internally. The coaching culture is still growing and developing. 09:14 - The Freedom and Challenges of Creating the Role: Betsy enjoys the freedom to create programs based on the organization’s needs. This allows her to focus on what coachees need. However, this freedom can also be challenging due to a lack of pre-defined structure. 10:23 - The ADHD Pilot Program: Betsy noticed many women in one-on-one sessions disclosed ADHD, leading her to create a group coaching pilot. She trusted this pattern because it was repeated often and felt important. The pilot targeted women in their women’s network who were already engaged in groups. 13:15 - Pilot Program Participation and Learnings: The pilot received more interest than anticipated, requiring a cutoff for participation. Betsy learned the importance of checking in with participants who miss sessions. She realized that in future pilots, a shorter duration would allow for quicker iterations. 16:07 - Coaching Program vs. Support Space: Betsy initially planned a structured coaching program with a book. However, the participants mostly wanted to connect and share. She learned the importance of clarifying expectations and distinguishing between a coaching program and a support space. 20:59 - Navigating Individual and Organizational Needs: Betsy sees individual and organizational needs as a Venn diagram, looking for areas of overlap. Group coaching can multiply the benefits for individuals by fostering connection in a safe space. This approach helps serve both the individuals and the organization. 22:25 - Mindful Change Management Pilot: Betsy’s next pilot idea is mindful change management for new employees joining through acquisitions. This addresses the stress of rapid change and the need for connection within a growing organization. The goal is to ground and energize employees during this period of change...
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    34 分
  • What Coaching Changes in Law Firms

    What Coaching Changes in Law Firms
    2026/05/26
    📝 EPISODE SUMMARY What does it take to introduce coaching into a profession built on expertise, billable hours, and high-performance expectations? In this episode of the Group Coaching in Organizations Podcast, Traci Mundy Jenkins, Director of Career Development at Venable, shares how coaching is being integrated into the development of legal professionals. Drawing on her background as a lawyer, legal recruiter, and career development leader, Traci explains how she discovered coaching and began applying it to conversations she was already having with associates and partners. You’ll hear how Venable piloted a group coaching program designed to support lawyers transitioning toward partnership, why preparation and expectations are critical before the first session begins, and how group coaching creates powerful peer learning across offices. If you’re passionate about coaching cultures, internal coaching, or expanding group coaching inside professional services organizations, this episode is a must-listen. 🧠 5 KEY TAKEAWAYS What happens when coaching enters a profession traditionally built on expertise and advice? Traci Mundy Jenkins, Director of Career Development at Venable, shares how coaching can complement traditional development approaches and help lawyers navigate major career transitions. Coaching strengthens conversations leaders already have: coaching skills shift discussions from giving advice to helping professionals reflect and find their own solutions. Group coaching supports identity transitions: lawyers preparing for partnership benefit from structured reflection on leadership expectations and career direction. Preparation drives engagement in group coaching programs: orientation sessions and expectation-setting before the first session dramatically improve participation and outcomes. Cross-office groups build relationships: bringing lawyers together from different locations creates learning and connections that rarely happen through daily work. Peer learning is the real engine of group coaching: when participants start coaching each other, the group becomes far more powerful than any single coach. “Coaching just adds another layer to the conversations I was already having. It gives you tangible tools to help people step back, reflect, and often realize they already have the answers.” ↪️ WHAT WE COVER IN THIS EPISODE 04:25 - Traci’s Origin Story in Coaching: Traci discusses her journey into coaching, highlighting her enjoyment of engaging with people. 05:33 - Cultivating a Coaching Culture at Venable: Traci shares how her background informs the coaching culture at Venable, emphasizing support for associates and managers. 09:05 - The Balance of Advising and Coaching: Traci explains the difference between advising and coaching and how this impacts her program design. 11:23 - Designing Group Coaching for Counsel: Traci details why she chose to create a group coaching program for counsel on the partnership path. 16:46 - Practical Program Design and Structure: Traci outlines the practical aspects of her program design, including outreach and session structure. 22:02 - The Value of Pre-Meetings in Program Success: Traci explains why one-on-one pre-meetings are essential for participant understanding and commitment. 24:38 - Fostering Peer Coaching and Engagement: Traci discusses the challenge of ensuring participants coach each other and ideas for improving engagement. 29:00 - Flexibility in Program Delivery: The Imposter Syndrome Story: Traci recounts a session where an unexpected turn in discussion led to important learning. 32:50 - Becoming Comfortable with Silence: Traci shares her experience as a lawyer learning to tolerate and appreciate silence in coaching sessions. 36:00 - Protecting Reflection Time in Coaching Programs: Traci talks about the importance of building in dedicated time for reflection to enhance learning retention. 🗝️ KEY THEMES Coaching culture in professional services organizations Advising vs coaching in internal development roles Supporting lawyers transitioning toward partnership Designing group coaching programs inside organizations Preparing participants for group coaching success Peer learning and shared reflection in groups Cross-office collaboration through group coaching The role of silence and reflection in coaching conversations Building coaching cultures pragmatically ABOUT TRACI MUNDY JENKINS Traci Mundy Jenkins is the Director of Career Development at Venable, where she leads initiatives supporting the professional growth and career progression of approximately 300 associates across the firm. Her work focuses on helping lawyers navigate career transitions, strengthen leadership capabilities, and build sustainable careers within a demanding profession. She integrates coaching approaches into her work ...
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    35 分
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