British Transport Police (BTP) is developing a coaching strategy, ensuring coaching is the preferred method of development, it’s accessible to all and is championed organisation-wide.
The launch of its Coaching Strategic Plan towards the end of this year will be the latest in a raft of initiatives designed to build a coaching culture, “one where people feel valued and nurtured and are encouraged to evolve and grow”, according to Rachael Etebar, BTP director of people and culture.
The strategy is a response to a number of challenges and makes certain key assumptions. One is that a new leadership coaching approach is needed for today’s workforce, recognising employees’ desire to develop and innovate. Another is that BTP and the rest of policing is undergoing major transformation, and that the best way to truly engage and involve employees in the change process is in a culture of ‘pulling’ rather than ‘pushing’. The third is that in the midst of an efficiency programme, employees are being asked to do more for less. Lastly, BTP has a young and relatively inexperienced workforce on the front line and at first line supervisory levels. BTP believes formal training won’t equip them with all the skills and abilities they need in the time available, while coaching can provide opportunities for in-work learning that they’re unlikely to get by other methods.
Etebar said, “The change our organisation is going through is extensive and our people will need support not only in terms of how to accept and adapt, but to develop and thrive against a backdrop of transformation. The [Plan] recognises that if we are to truly support our people through these times of change, we must in turn change the way we do business with each other – we need to encourage a culture of asking insightful, incisive questions and accept that challenge and creativity is healthy and promotes productivity and growth.”
“This strategy demonstrates BTP’s commitment to embedding coaching into the very fabric of what we do – at every level of the organisation.”
As part of its strategy and to measure success, BTP has developed a Coaching Culture Performance model. Key to success is the support of senior leaders role modelling coaching behaviours. The new strategy already has the support of a handful of
senior leaders.
The strategy is based on a set of coaching principles including:
- Coaching is valued by the organisation as a way to improve efficiency and effectiveness
- Senior leaders advocate coaching
- Coaching is accessible to all
- Managers possess coaching skills and actively promote coaching to support performance
- Senior leaders role model by receiving coaching
- Leaders adopt a new coaching approach to leadership
- Coaching is aligned and used to drive organisational aims and objectives.
BTP’s keen to embed coaching in all leadership and talent development programmes and within key processes, considering coaching as part of the solution, whatever the problem.
The organisation recently appointed lead coaches, some of whom are officers, and has already launched the CMI Level 7 in Leadership Coaching and Mentoring qualification.
BTP career development & talent management advisor, Katherine Chowdry, said these moves will help embed coaching strategically, boost employee ownership of coaching CPD, and build a cross-organisation coaching community.
In addition to coaching, BTP is stepping up its focus on mentoring. It’s building a reverse mentoring programme, targeting under-represented groups, among others.
Although BTP’s culture is very much set up for mentoring in general, it’s also very hierarchical – rank matters.
“[Reverse mentoring and coaching]’s a big deal for us. The assistant chief constable was recently coached by an inspector – it was great that they were open to the idea that someone junior to them could offer them something. And they both really enjoyed it,” said Chowdry.