​For organisational development to be truly effective several conditions must exist within the organisation. These pre-requisites for effective change underpinned the thought processes behind the planning and evolution of Do It All’s Coaching initiative.

The first pre-requisite is pressure to change: if an OD programme is to inspire a high level of commitment over a sustained period there needs to be a need. In Do It All change was imperative. This pressure was both financial and cultural, driven by shareholders and employees.

Do It All’s financial position was well documented externally. Internally it was recognised that this was not the only aspect that needed drastic attention. With an anecdotal history of autocratic, macho, inexperienced and ineffective management (the infamous walk in the car park) it was apparent that the newly declared desired values espoused by the Board were mismatched with the then culture. It was recognised that the management style of the business needed to be developed if the cultural characteristics were to be a reality rather than decoration for notice boards. This focus on how people manage was one of twelve areas specified (in the Business Plan of 1993) with the aim of bringing Do It All back into profitability. The business was clear that it needed to increase performance and that in order to do this the ‘way things are done around here’ needed to be more closely representative of the desired values.

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WHY COACHING?
Whilst it has always been difficult to link training initiatives conclusively to an increase in profit or market share, an unspecified long term objective was nevertheless to affect business performance. Do It All was aware that much of the talent and potential of those within the organisation had yet to be drawn out and supported. Qualitative and quantitative research had shown that managers were good at the traditional skills - a more 'command and control' style - but lacked knowledge and ability in the more non-directive coaching skills that greatly enhance performance, draw out potential and demonstrate respect of the individual. There was a generic belief within the management population that their task was to direct, to maintain discipline, to delegate and, if necessary, to "do" rather than a significantly large element of the role being to develop others. Thus much of the ability in the organisation was left untapped and poor performance addressed ineffectively.

More especially, it was acknowledged that this skills based objective needed to link closely with other key business objectives. If the company was to achieve outstanding customer service, the change in management style had to be aligned. The ideal of service that genuinely helped the customer to become clearer about the DIY project that they are undertaking and the products that they require, needed sales assistants with good interpersonal skills. But this would be impossible to develop if staff were managed in a contradictory style. They had to be managed differently. In essence managers needed to use skills with their staff that mirrored those wanted in interactions with customers. Asking open questions, listening, increased awareness of customer needs together with a fundamental sense of responsibility and motivation for improving personal performance needed to be encouraged.

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CREATING A VISION
If the Coaching Initiative was to be more than yet another flavour of the month training programme, it required ownership by the whole business (not merely the consultants and the HR function) and it needed role models. The second pre-requisite of change is a clear shared vision. Much of the work of designing the bespoke programme was focused upon creating and maintaining a vision of effective management - that managers would be skilled coaches consciously addressing performance.

Strategically and practically visions need to be 'held'. Nic Turner, Do It All's Organisational Development manager, invited Caroline Harris, an external consultant from coaching specialists, Optimise, to work in partnership to design, plan and implement the scheme. Most of their early work involved continuously refining the vision and reviewing progress against it, together with keeping an overview of the structure of the intervention and developing discrete parts.

To achieve both a constantly increasing sense of ownership and responsibility for the initiative and to ensure there were numerous role models, it was important to train internal trainers. It was crucial that this 'new' style of developing others was consistent across the HR function and it was in this function therefore that the work first began. The aim was to enhance the skills of those in Personnel and Training to be able to assist not only on the three day programmes but also to be ambassadors for coaching simply by their everyday representation of the underlying principles and use of the skill set. The baseline skills of the individuals was exceptionally high and further development was met with great enthusiasm. Equally powerful was everyone's commitment to drive the principles through the business and this momentum was a crucial factor in the success of the Coaching Initiative.

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All organisational interventions also need role models at the highest level. Without the total support of the Board the initiative would have lost credibility before the end of the first year. This tangible support meant not only allocating the funding but demonstrating commitment to change behaviour personally. The Board chose to attend the complete programme to develop their individual coaching skills, to continue to build the Board as a team and to experience the identical workshop that their employees would encounter.

The first Coaching Skills Workshop served two purposes. It introduced key members of Personnel and Training, who would be the future tutors, to the basic programme; and it was used as a pilot to gain their feedback in order to ensure that the programme accurately addressed the business' needs. The first group to participate in this modified workshop was the Board. This lead by the Executive gave the programme credibility and was a clear statement to the rest of the company that Do It All was serious in its intent to change culture.

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ACHIEVING OWNERSHIP
It soon became obvious that it would be more appropriate to have others included in the vision holding. Thus the first 'steering group' was formed with David Parton and David Tomkinson. The bi-monthly meetings were faithful to coaching both in content and process; in order to plan effectively the group set objectives for the day, focused upon ensuring that all 'current reality' was shared, then considered options for going forward and finally decided upon next steps.​

Over the four years new members were brought into the group according to the focus of the initiative. Each format had its own unique identity. The meetings were extraordinarily valuable and productive. Those who participated felt that the group was leading, supporting and maintaining the ideal and the implementation of the change in the culture. Regular meetings allowed a constant stream of relevant and emergent information to influence and adjust the intended strategy. Whilst there was a clear vision and direction, the route towards the end goal was flexible and planning most effective when organic.

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COMMUNICATION
Another key aspect of ensuring that a vision is "held" by an organisation is communication. On the workshops it was important for all participants to be well briefed about the vision. This was addressed by including a section on the "Big Picture", an exploration and information sharing about how this philosophy of working with others fitted into the Business Plan and the direction of Do It All. The three day programme proved to be an excellent opportunity to communicate and to increase employees understanding of the purpose of changing the management style of the organisation. It was met with agreement and support.

The final two requisites for change - capacity to change and actionable next steps - were the stepping stones across the sometimes choppy waters and often widening river of change. Inevitably such a full-scale initiative was influenced by other events and new strategies in the business. It was important to constantly push towards achieving critical mass. As the skill level of managers rose and the numbers with those skills increased, the traditional "pyramid" style of management began to change turning the triangle on its head. The work of the "steering group" continued to ensure that the series of programmes were maintained but, perhaps more significantly, turned attention to a search for obstacles in the organisation that were blocking the cultural development.

Though managers were being asked to use the new ways of working, many of the old systems did not allow for the change. Thus it was paramount that the relevant authority reviewed departmental structures, remuneration and promotion criteria etc. whilst the steering group considered a systemic overview of how all the functions related to one another. As the business implemented a number of the changes, it took time to attempt to do so in a way that reflected the new culture and values with the emphasis on communication.

In later programmes part of the "Big Picture" became a participative exercise designed to show practically the link from supplier through to the customer. The objective was to have each employee understand their role in and feel acknowledged for the part they played in delivering outstanding customer service. The significance of internal as well as external customer service was highlighted alongside the desire to improve relations across the organisation and narrow the inevitable field and head office divide. Sharing the same company goals, the same training and the same coaching language helped this process. That the coaching initiative created a focus in itself in the organisation was perhaps the most powerful element.

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KEY ASPECTS OF THE PROGRAMME
There were many elements that made the intervention a positive step forward for Do It All. The underlying principles of the coaching programme were congruent with the desired values of the company and these ideals were striven towards in the process of all working on the initiative from design to implementation to review.

The programme itself consisted of five stages: an upward appraisal of the individual's management skills completed by direct reports; the three day residential programme; six months practising the skills back in the business; a consolidation day and a second comparative upward appraisal. Whilst the skills of coaching seem relatively easy to understand intellectually, it was recognised that to use the skills appropriately and productively there was a need to reflect in depth about the philosophy underpinning the coaching model and to have sufficient time to practise so that participants returned to the workplace "consciously competent".

During the following six months of designated practice, the skills would become more natural - individuals moving towards "unconscious competence". It was crucial to achieve a good level of competence in the majority of participants given the scope of the whole intervention. Results collated from combining upward appraisals data demonstrated the shift in the organisation and also highlighted levels of management which needed further attention.

After this period of "practise" participants returned for a one day consolidation to help to bed in the skills and the underlying philosophy of coaching. This five stage programme has been completed by one thousand managers to date.

The feedback from a large proportion of the company was extremely positive. People recognised the need to develop coaching skills within the company and within themselves. They had evidence of the powerful increase in learning, performance and ownership that can be achieved by an even moderately able coach on the three day programme.

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Participants stated the benefits to Do It All were:

• increased productivity, efficiency and performance

• greater innovation and utilisation of resources

• a more flexible workforce

• better identification of problems therefore better decision making

• better communication particularly of objectives

• a more pleasant shopping atmosphere

• increased sales

• improved customer service

• focused attention on the Brand

• more time for managers to take the business forward

• more motivated people, higher morale, better team spirit

• a feeling of ownership, more honesty

• non-judgmental behaviour rather than blame culture

  (participants also reported using the skills and principles in a wider context: there were many powerful and moving stories of helping their children learn something effortlessly with which they had previously struggled)

  It was crucial to pass these recognised benefits on to the Executive in order to ensure that support and focus was maintained. The process also served as an example of a feedback loop from the business back to the Board. Coaching places a high value on quality feedback to increase learning and Do It All quickly recognised other applications for this process.

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WHAT WORKED
Change takes place slowly. To adapt to a more 'appropriate culture' that was evident in day to day working took almost five years. In hindsight, that most accurate of perspectives, there were key elements of the whole process that moved the business forward. As a principle however, how much emphasis to place upon each would be governed by the individual company, the set of conditions and the timing of the intervention. In the Do It All culture change a number of key aspects stand out.

The coaching philosophy was well matched to particular needs of the company's management style and to those individuals who would lead in the initiative's implementation. The skill set that an effective coach develops dovetailed into the new demands on managers and the need to increase performance of those reporting to them.

The drive and enthusiastic commitment of the HR function was led by the Director Geoff Kidd, whose support on every level would be difficult to over estimate. The team spirit generated by senior management in this function had a significant impact on the quality of all the work undertaken as well as upon its enjoyment.

Building a team of the Executive with heads of functions viewing the issues from a generalist point of view provided an example for their direct reports. Throughout the five years there were a number of changes culminating in a team that functioned effectively as a unit and were wholly committed to the culture change both in theory and practise. The diplomacy and perseverance of the HR Director in this period of change was increasingly influential in bringing organisational development to be not only a priority in the minds of his fellow Directors but to be the umbrella under which the strategic agenda was implemented.

The mix of experience and skills, strengths and weaknesses between internal 'consultant' Nic Turner and external consultant Caroline Harris was well balanced. It was productive to have an 'insider' and an 'outsider' for communication, for influence and for balancing data synthesis. Nic was a powerful influence for creative change and dynamic in his approach.

Leading on from this primary relationship, the evolving steering group consistently ensured that it worked well together in parallel with achieving its main task of accurate review and being flexible in the organic planning of each phase. This flexibility of approach and willingness to adapt the programme helped to sustain momentum.

The steering group also attempted to support those key influencers across the business who were finding it hard to change their behaviour. It is noteworthy that a small number of individuals who were unable to adapt to the new culture ultimately left the business both voluntarily and with assistance. As new people who demonstrated the desired management style filled these roles it highlighted the extent of blocking that had been present.

The journey towards a coaching culture, or what might also be called a learning organisation as is currently revered, rarely ends. The business achieved an increase in performance which was due to the combination of the strategic measures adopted but underpinned by the development of a more productive "coaching" style of management.

To preserve and develop the 'new culture' Do It All has gone on to introduce participative work design and self managed teams. It continues to explore the difficult balance of clearly communicating the vision and objectives through strong leadership and allowing freedom for individuals to take ownership and responsibility within those boundaries through a coaching style of management. Those within the organisation have created this leading edge approach, tailoring concepts to enhance their own unique development. The company has shown that potential can be realised through commitment to people and development.