# Building a Coaching Culture: Workshop for HR Leaders > Building a coaching culture workshop for CHROs, L&D and HRBP leaders: design the operating model, manager-as-coach rollout and measures. Plan yours with us. - Source: https://bodhih.com/coaching-culture-workshop/ - Publisher: Bodhih Training (Bengaluru, India; since 2008) - Last updated: 2026-10-06 - Contact: solutions@bodhih.com · +91 99000 11601 --- Everyone agrees managers should coach, yet one-on-ones are still status updates and nobody owns the plan. This workshop helps HR leaders with building a coaching culture as a system: clear ownership, a manager-as-coach rollout, internal coach pools and honest measures. ## At a glance - **Duration:** Recommended: 1.5 days in person, or 3 × 3-hour live virtual sessions, plus a design review 30 days later - **Who it’s for:** CHROs, heads of L&D and talent, HRBP leaders and coaching program owners - **Level:** Advanced - **Format:** In person · Live virtual · Blended - **Track record:** Since 2008 · 2,000+ companies Building a coaching culture means designing the system that makes coaching normal at work, not just training individual coaches. This workshop helps CHROs, L&D and HRBP leaders define the coaching operating model, roll out manager-as-coach capability, set up internal coach pools, link coaching to talent processes and measure impact. Bodhih designs it with the ADDIE model for each organisation. - Recommended: 1.5 days in person, or 3 × 3-hour live virtual sessions, plus a design review 30 days later - Level: Advanced · In person · Live virtual · Blended - Designed with the ADDIE model and customised to your context - Offered by Bodhih since 2008 to 2,000+ organisations across 7 regions **Also known as:** coaching culture workshop, coaching culture strategy, manager as coach program design, internal coaching program design **Where and how:** building a coaching culture training as an in-person workshop in [Bengaluru](https://bodhih.com/corporate-training-in-bangalore/), [Mumbai](https://bodhih.com/corporate-training-in-mumbai/), [Delhi NCR](https://bodhih.com/corporate-training-in-new-delhi/), [Gurugram](https://bodhih.com/corporate-training-in-gurugram/), [Hyderabad](https://bodhih.com/corporate-training-in-hyderabad/), [Chennai](https://bodhih.com/corporate-training-in-chennai/), [Pune](https://bodhih.com/corporate-training-in-pune/), [Kolkata](https://bodhih.com/corporate-training-in-kolkata/), [Ahmedabad](https://bodhih.com/corporate-training-in-ahmedabad/) and [Jaipur](https://bodhih.com/corporate-training-in-jaipur/); as a live online course; or delivered overseas in [Dubai](https://bodhih.com/corporate-training-in-dubai/), [Singapore](https://bodhih.com/corporate-training-in-singapore/) and across the Middle East, Asia and Africa. Last reviewed 06 Oct 2026 · Bodhih Training, Bengaluru ## Why coaching needs an owner and a design Flatter structures and AI-assisted coordination mean fewer managers leading larger teams. Development conversations that once happened naturally now risk falling through the gaps, and it is often unclear who owns them. Most organisations have run [coaching skills](https://bodhih.com/coaching-skills-training/) programs, yet the habits fade without a system around them. Building a coaching culture asks HR leaders to design the operating model, the rituals and the measures that make coaching stick. > Gallup data cited by Forbes shows the average number of people reporting to a manager rose from 10.9 in 2024 to 12.1 in 2025. Source: [Forbes Human Resources Council, citing Gallup](https://www.forbes.com/councils/forbeshumanresourcescouncil/2026/07/30/the-great-flattening-is-asking-managers-to-coach-larger-teams/) > Gartner predicted that through 2026, one in five organisations will use AI to flatten structures, removing over half of middle management positions. Source: [Forbes Human Resources Council, citing Gartner](https://www.forbes.com/councils/forbeshumanresourcescouncil/2026/07/30/the-great-flattening-is-asking-managers-to-coach-larger-teams/) ## What participants will be able to do ### Define what coaching culture means for you Agree a clear, organisation-specific definition and the observable behaviours that show coaching is happening. ### Design the coaching operating model Decide who coaches whom, from managers and internal coaches to external coaches and peers, and who owns each part. ### Plan a manager-as-coach rollout Sequence capability building, reinforcement and [accountability](https://bodhih.com/accountability-at-work-training/) for managers across levels and locations. ### Build an internal coach pool Set selection criteria, development pathways, supervision and matching processes for internal coaches. ### Connect coaching to talent systems Link coaching to performance, onboarding, [high-potential](https://bodhih.com/high-potential-leadership-program/) and succession processes so it becomes part of how work is done. ### Measure and sustain impact Choose leading and lagging measures, reporting rhythms and governance to keep the coaching culture on track. ## Who should attend - CHROs and HR directors shaping people strategy - Heads of L&D, talent and [leadership development](https://bodhih.com/leadership-skills-training-in-india/) - [HR business partner](https://bodhih.com/hr-business-partner-training/) leaders who support line managers - Owners of internal coaching, mentoring or manager-development programs - GCC and multinational HR teams aligning coaching across regions - Business leaders sponsoring culture change initiatives ## Program outline Recommended design, customised to your context after a short needs analysis. ### **Coaching culture: definition and diagnosis**Module 1 · 2 hours - What a coaching culture looks like in daily work - Maturity levels, from ad hoc coaching to embedded culture - Diagnosing your current state with data and interviews - Clarifying the business case for your leadership team ### **The coaching operating model**Module 2 · 2 hours - Roles: manager as coach, internal coach, external coach, peer coach - Ownership, governance and budgets - Coaching in flatter, larger-span teams - Drafting your model on one page ### **Manager-as-coach rollout**Module 3 · 2 hours - Sequencing by level, readiness and business priority - Reinforcement: rituals, nudges and manager-of-manager support - Building coaching into one-on-ones and reviews - Avoiding the 'one workshop and done' trap ### **Internal coach pools**Module 4 · 90 min - Selecting and developing internal coaches - Matching, confidentiality and ethical boundaries - Supervision and quality assurance - When external coaches add more value ### **Integrating coaching with talent processes**Module 5 · 90 min - Coaching in onboarding and new leader transitions - Linking coaching to performance and development conversations - High-potential and succession programs - Recognition and incentives that support coaching ### **Measurement and roadmap**Module 6 · 2 hours - Leading indicators: frequency and quality of coaching conversations - Lagging indicators: engagement, retention, internal mobility - Dashboards and governance rhythm - Your 12-month coaching culture roadmap ## Sample training plan: 1.5-day hands-on design This one-and-a-half-day design is a working studio for HR and business leaders who want coaching to become part of how work gets done. Teams come with their own data. They define what coaching culture means in their organisation, diagnose their current maturity, draft a one-page coaching operating model, sequence a manager-as-coach rollout, design an internal coach pool and link coaching to talent processes. The half day ends with a 12-month roadmap pitched to a mock executive committee and a design review 30 days later. 78% hands-on practice · 10 contact hours · Cohort: 8–20 participants, ideally in organisation teams of 3–5 · In person · Live virtual ### Day 1: Define, diagnose and design Teams can define coaching culture for their organisation, diagnose its maturity and draft the operating model and manager rollout. 1. 09:30–10:00 · Overheard in the corridor (Energiser) 2. 10:00–11:00 · What coaching culture means here (Build sprint) 3. 11:15–11:45 · Maturity levels (Concept burst) 4. 11:45–13:00 · Diagnosis clinic (Case clinic) 5. 13:45–14:45 · The operating model on one page (Build sprint) 6. 14:45–15:30 · Rollout sequencing game (Business game) 7. 15:45–16:45 · Avoiding 'one workshop and done' (Debate) 8. 16:45–17:30 · Day 1 design check (Reflection) ### Day 2 (half day): Coach pools, integration and roadmap Teams can design an internal coach pool, connect coaching to talent processes and present a 12-month roadmap with measures. 1. 09:30–10:15 · Internal coach pool design (Group challenge) 2. 10:15–11:00 · Coaching into talent processes (Gallery walk) 3. 11:15–11:45 · Measures that matter (Hands-on lab) 4. 11:45–12:30 · Pitch to the executive committee (Presentation) 5. 12:30–13:00 · Roadmap and 30-day commitments (Action planning) Recommended: 1.5 days in person (Day 1 09:30–17:30, Day 2 09:30–13:00), or 3 × 3-hour live virtual sessions, plus a design review 30 days later. A sample design: every Bodhih program is customised after a short needs analysis. ### How long is the coaching culture workshop? The recommended design is one and a half days in person: a full day from 09:30 to 17:30 and a half day to 13:00. It also runs as three live virtual sessions of three hours. A 90-minute design review 30 days later refines each organisation's plan. ### What activities are included in the coaching culture workshop? HR and business leaders define coaching culture in observable behaviours, diagnose maturity with their own data, draft a one-page operating model, sequence a manager rollout in a budget game, design an internal coach pool and pitch a 12-month roadmap to a mock executive committee. ## How we deliver it ### Design studio format HR leaders work on their own organisation's model throughout, leaving with a draft operating model and roadmap rather than notes. ### Evidence-based diagnosis The ADDIE analysis phase can include pulse surveys and interviews to establish a baseline before the workshop. ### Peer challenge Participants test each other's designs, stress-testing ownership, resourcing and measurement assumptions. ### Follow-up design review A session 30 days later reviews progress, adjusts the plan and prepares the pitch to the leadership team. ## Tailored versions ### For GCCs and multinationals Focus on aligning with global coaching frameworks, local adaptation in India, and coaching across hybrid and matrix teams. ### For growing Indian enterprises Design a lean coaching model for companies starting from a low base, with limited HR bandwidth and fast growth. ### HR and business leadership session A half-day session bringing HR and business leaders together to agree ownership and sponsorship of the coaching culture. ## How we measure impact We use the ADDIE Evaluate stage to track progress. We help you set a baseline through a coaching pulse survey and, where useful, manager assessments on AssessAll with [360° feedback](https://bodhih.com/360-degree-feedback/). At 30, 60 and 90 days we review roadmap milestones with your HR team. Over time, agreed indicators may include coaching conversation frequency and quality, manager coaching capability, engagement, internal mobility and regretted attrition. AA Pair this program with [AssessAll](https://assessall.com), Bodhih’s AI assessment platform, for pre- and post-program skill measurement. ## Frequently asked questions ### What is a coaching culture? A coaching culture is one where coaching conversations are a normal part of work: managers regularly help people think, learn and grow, peers support each other and development is not left to annual reviews. It is supported by systems such as training, rituals, internal coaches and measures, not just by individual skill. ### How do you build a coaching culture at work? Start with a clear definition and business case, then design an operating model that assigns ownership. Build manager coaching capability in waves, reinforce it through one-on-ones and talent processes, create an internal coach pool where useful and measure progress. Senior leaders need to model coaching visibly. ### How do you measure a coaching culture? Combine leading indicators, such as how often coaching conversations happen and how employees rate their quality, with lagging indicators such as engagement, retention and internal mobility. Baseline before you start, measure regularly and pair numbers with stories. The workshop helps HR leaders build a practical dashboard. ### Who owns coaching in an organisation? Ownership is often unclear, especially as organisations flatten. HR or L&D typically owns the design and capability building, managers own coaching their teams and senior leaders own sponsorship. Making these roles explicit is one of the main outputs of this workshop. ### Should we build internal coaches or hire external coaches? Most organisations use both. Internal coaches scale well, understand the culture and suit mid-level development. External coaches often suit senior leaders or sensitive situations where independence matters. The right mix depends on budget, confidentiality needs and the populations you want to reach. ### How is this different from coaching skills training? Coaching skills training teaches individuals how to coach. This workshop is for HR leaders designing the organisation-wide system: ownership, rollout, internal coach pools, integration with talent processes and measurement. Many organisations follow it with our coaching skills or coach-the-coach programs for managers and internal coaches. ### Does Bodhih certify internal coaches? This workshop does not issue a coaching credential. Bodhih can help design and deliver development pathways for internal coaches and assess coaching skills on AssessAll. If your coaches want an external professional credential, we can help you plan how internal development fits alongside it.