CHAPTER 8
creating a culture of coaching or helping
pathways to transform the organization
When Jeff Darner, senior director of talent management and human resources, first brought coaching into Moen, a Fortune Brands company, he faced a grindingly slow process. As he said, the executives “were not used to asking people about how they feel.”1 What’s more, Moen’s managers already felt pressed for time to complete their daily work and saw developmental conversations as another task on their already lengthy lists. Little by little, through training and conversations, the climate changed. Managers who once felt they didn’t have time to talk—much less listen—to each other, now take the time to do just that. They even report observable daily, informal ...
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