“Implementing the coaching atmosphere has resulted in more productive discussions of both technical and developmental topics. Colleagues expect candid and timely feedback and are more willing to hear ideas that may have been difficult to broach prior to the introduction of the model.” Carol

“The Transformational Coaching program is building camaraderie and open, honest communication between colleagues. The rotating personal coach program is breaking down the walls of fear to allow for open and honest colleague-to-colleague communication… I see this process creating an environment where any colleague, regardless of job title, is comfortable to speak openly with each other. During one of my coaching lunches, my coach brought to me a perception some people have about me… it made me aware of how some of my actions may inadvertently lead others to this perception”. Brent

“One miscellaneous tip…that, for me, captures a fundamental understanding of how to approach coaching is the thought '..Progress, Not Perfection..' Through coaching I am beginning to see how applying this thought can create a rewarding experience for both coach and coachee. The coach's job is to provide the coachee with tools, leadership, empowerment and encouragement that guide them to always move in a positive direction. Recently I overheard the statement at work '..we can do better than this..'. that captures this coaching point.” Mike

“In my recent role as a project leader I can freely and openly discuss challenges of the project and receive candid feedback from all members of the team. In the process, we learn from each other, avoid re-inventing the wheel and present a unified approach in our work. In addition, it has been seamless and speedy for me to approach any member of the team and ask for guidance and solicit feedback based on the coaching model. This is a great thing.…I believe we have taken “The Heart of Coaching” to our hearts.” Neil

“The direction we are working towards is for everyone to feel comfortable and indeed responsible for giving feedback to others around them. This is ongoing and sometimes difficult, but I have seen positive improvements. By asking people to actively give and solicit feedback, colleagues are now dealing with communication and other issues early on while they are small. …The inclusion of all levels of supervision in both the promotion and annual review processes is now 100%. We have round table discussions on all proposals with feedback from all supervisors and healthy discussion. This has created a departmental team management culture versus a top down decision management culture.” Joe

“Coming from several former environments where differing views and ideas were discouraged, the (coaching) culture here is a welcome change which encourages the participation of everyone and values their input (even though there may be disagreements). If people feel a part of the decision-making process, they tend to be more motivated as opposed to just putting in their time…I think the environment here is a positive one that encourages open conversation.” Chris

“For me, the coaching model has provided an excellent framework for how to speak with colleagues about sensitive issues. In addition to resolving issues, this model has the added benefits of expanding our perceptions and strengthening working relationships. I continue to learn more about my colleagues, and myself, with each coaching conversation.” Michelle

“I am very impressed with the coaching culture we created here. I see people proactively seeking and providing feedback, especially on our supervisor forum meeting. I also benefit from having a "coach" to talk to. We listen to each other and provide feedback to see how we can do a better job on coaching. Overall, I think it is a great thing to introduce this "coaching" spirit to our organization and the feedback-rich environment is what we need here to prompt open discussion and improve ourselves!.” Yali

“Creating a coaching culture requires commitment and determination from all of us to make our department a feedback-rich environment where coaching occurs …..up, down and all across teams. Everyone is expected and welcomed to give and receive feedback and coach each other; it brings out the best in all of us. One of the most challenging aspects that I found is to avoid making assumptions that may affect my thinking. My personal coaches are my learning partners, my personal support system that offers intellectual support and encouragement. We exchange our experience in dealing with situations, discuss options and alternatives, and follow up with each other. We enjoy the learning experience.” Yai

"Coaching is a fun journey and a path without end. As our colleagues demonstrate coaching is the foundation for creating a “high-performance, feedback-rich culture”. We have proven to ourselves that through embracing this we learn and grow and become more effective and this is something that we can all do. In a high performance coaching-culture everyone is fully committed to teammates' success!"