Creating a Coaching Culture in a

Global Organization
Bill Pullen and Erin Crane
This article first appeared in the IJCO International Journal of Coaching in Organizations™, 2011 Issue 30,
8(2), 6-19. It can only be reprinted and distributed with prior written permission from Professional
Coaching Publications, Inc.™ (PCPI). Email John Lazar at [email protected] for such permission.

Journal information:
www.ijco.info
Purchases:
www.pcpionline.com

ISSUE 30, 8(2)

ISSN 1553-3735
© Copyright 2011 PCPI.
All rights reserved worldwide.
 | IJCO Issue 30, 8(2)

Creating a Coaching Culture

in a Global Organization
Bill Pullen and Erin Crane

There are many different opinions and perspectives on the topic of coaching culture. This article reviews mainstream
definitions of coaching culture, looks at the benefits a coaching culture provides, examines the business case for developing a
coaching culture, and explores Fortune 500 company CH2M HILL’s journey to developing a coaching culture, based on
interviews with CH2M HILL’s leaders and key decision makers for the firm’s coaching program.

MAINSTREAM DEFINITIONS OF
“COACHING CULTURE”
Historically, coaching has been viewed as a tool for individuals
to develop leadership strengths while minimizing weaknesses.
Recently, a trend has emerged that broadens the use of coaching
within organizations. Today, coaching skills and coaching-related
behaviors are commonly used to develop participants’ strengths
and enhance their ability to lead and guide interactions with
employees, peers, and superiors.

Informal research suggests definitions of coaching culture have three

distinct categories: (1) coaching is accepted and used as a tool
for developing leaders; (2) leaders use coaching skills to develop
employees; and (3) coaching behaviors are used as a means for
employees at all levels of an organization to effectively interact
with one another in their work environment.

For example, Fiona Eldridge (Eldridge & Dembkowski, 2004), an

author and member of the standards committee of the European
Mentoring and Coaching Council, describes coaching culture
within an organization as one where not only formal coaching
occurs but where most people use coaching behaviors as a
means of leading others. Alternately, the Behavioral Coaching
Institute (2007) defines a coaching culture as an organizational
development model that defines how the organization’s members
can best interact with their work environment. Providing a
third viewpoint, Sharon Ting (2006) of the Center for Creative
Leadership characterizes coaching culture as one in which leaders
and managers throughout an organization apply coaching skills
and attitudes daily, to develop and manage people while they are
solving demanding and stressful business challenges.

Tom Crane (2005), an organizational development consultant

and coach specializing in working with leaders and teams to build
coaching cultures, believes,

Copyright © 2011 PCPI ™. All rights reserved worldwide.

 IJCO Issue 30, 8(2) | 

A coaching culture is present when all members of the Historically, coaching

culture fearlessly engage in candid, respectful coaching
conversations, unrestricted by reporting relationships, about has been viewed as a tool
how they can improve their working relationships, and for individuals to develop
individual and collective work performance. All have learned
to value and effectively use feedback as a powerful learning leadership strengths
tool to produce personal and professional development, while minimizing
high-trust working relationships, continually improving job
performance, and ever-increasing customer satisfaction. weaknesses. Recently,
Crane describes seven characteristics of a coaching culture:
a trend has emerged
that broadens the use
1. Leaders are positive role models.
2. Every member is focused on customer feedback.
of coaching within
3. Coaching flows in all directions – up, down, and
organizations.
laterally.
4. Teams become passionate and energized.
5. Learning occurs, more effective decisions are made,
and change moves faster.
6. Human resources systems are aligned and fully
integrated.
7. The organization has a common coaching practice
and language.

BENEFITS OF A COACHING CULTURE

While little empirical research exists to support the benefits
of creating a coaching culture in organizations, Anderson,
Frankovelgia, & Hernez-Broome (2009), in a report produced for
the Center for Creative Leadership discuss research conducted with
large, multinational organizations. This research demonstrated
the positive impact that creating a coaching culture has on the
strategic objectives of organizations, which leads to improved
business results.

The Behavioral Coaching Institute (BCI; 2007) asserts that

introducing coaching competencies into an organization is
a powerful strategy to create an adaptive workplace culture
committed to the ongoing process of development and learning.
Additionally, companies that have developed a coaching culture
report significantly reduced staff turnover, increased productivity,
and greater employee happiness and satisfaction at work (ibid.).

Eldridge and Dembowski (2004) found that a coaching culture

promotes more open communication, builds trust and respect, and
improves working relationships. By firmly embedding coaching into
the culture of an organization, individuals are able to recognize
their role in facilitating the development of others, therefore
strengthening the coaching culture and bringing about significant
operational improvements.
8 | IJCO Issue 30, 8(2)

Sherman and Freas (2004) state that while the results from creating At CH2M HILL,
a coaching culture may not be directly measurable in terms
of dollars, they have yet to know a company that can’t benefit the strategic business
from a greater level of openness, and a more conscious focus on need that served as the
developing talent and leaders who show greater compassion for
their people. impetus for developing
a coaching culture was
CH2M HILL BACkGROUND
Headquartered near Denver, Colorado, CH2M HILL is an driven by the questions:
employee-owned global leader in consulting, design, design-
build, operations, and program management for industrial
“Who is our next
and government clients. With US$6.3 billion in revenue and generation of leaders?”
23,500 employees, CH2M HILL is an industry-leading program
management, construction management and design firm, as ranked
and “Where is our next
by Engineering News-Record (2010). The firm’s work is concentrated generation of leaders
in the areas of water, transportation, environmental, energy,
resources, and facilities. CH2M HILL has long been recognized
coming from?”
as a most-admired company and leading employer.

While CH2M HILL was established in 1946 and has entered new
industries, markets, and geographies, since then, the firm’s four
founding values have remained the same:
• Stay true to our integrity and honesty.
• Do right by employees.
• Take care of clients.
• Deliver great work.
These values on which the firm was built are captured in CH2M
HILL’s Little Yellow Book, written in 1978 by co-founder James
Howland.

THE BUSINESS CASE FOR CREATING

A COACHING CULTURE AT CH2M HILL
Why create a coaching culture at CH2M HILL?
At CH2M HILL, the strategic business need that served as the impetus
for developing a coaching culture was driven by the questions: “Who
is our next generation of leaders?” and “Where is our next generation
of leaders coming from?” The majority of CH2M HILL’s leaders
are 45 to 50 years old. As leaders in the firm began to be concerned
about their leadership pipeline, they looked for a more strategic
way to develop emerging leaders throughout the organization.

CH2M HILL’s senior leaders view coaching and creating a

coaching culture as a means of accelerating the development of
their leaders and high-potential employees in a way that aligns with
the overall culture of the company. Creating a coaching culture at
CH2M HILL is designed to support two key business objectives:
(1) accelerate the development of the firm’s future leaders, and (2)
support the ongoing achievement of the firm’s business goals.
 IJCO Issue 30, 8(2) | 

What does coaching culture mean at CH2M HILL? The firm chose two
According to Lee McIntire, CH2M HILL’s Chairman and
CEO, “In an environment that supports a coaching culture, coaching partners rather
leaders across the organization often engage in candid, respectful than a large number of
coaching conversations, unrestricted by reporting relationships.
Conversations that focus on how we work together and improve individual coaches for
our performance happen easily and often. As a firm, we have greater control, reporting,
learned to effectively use feedback as a learning tool to enhance
professional development, working relationships built on trust, monitoring, consistency
and personal accountability. This leads to high levels of personal
and customer satisfaction.”
of service, and less
overall administrative
CH2M HILL’s Chief HR Officer, John Madia, adds, “A coaching
culture is characterized by the contribution of its leaders to
time and expense.
develop their people and provide a platform for positive perfor-
mance management. We are a culture that places a strong focus on
growing the people that grow CH2M HILL. Having a coaching
culture that is aligned with performance management will ensure
the success of our leaders in managing our people’s performance.”

From the perspective of Annette Wellinghoff, CH2M HILL’s

Leadership Development Director, and Erin Crane, Leadership
Development Consultant for the firm, a coaching culture
encourages individuals to actively participate in their learning and
development, and provides an environment for accountability.
Accountability will drive commitment to long-term development
and will positively influence the bottom line impact to the business.

THE SOLUTION:
BUILD A COACHING CULTURE By LEVERAGING
AN ExTERNAL COACHING COMMUNITy
Pullen and Associates is one of two coaching organizations chosen
as a delivery partner to support the coaching culture initiative at
CH2M HILL. Bill Pullen serves as both a coach and consultant
supporting the creation of CH2M HILL’s coaching culture. In
this section, Bill provides his perspective on what is required from
an external delivery partner to help an organization successfully
develop a coaching culture.

Prior to launching this initiative, coaches were contracted on

an individual basis at CH2M HILL. There was no centralized
monitoring of the coaching services provided and the associated
costs, and it was viewed with skepticism. Coaching was seen as an
intervention tool for use by leaders and emerging talent who needed
to develop more effective people skills, or for poor performers who
were at risk of being asked to leave the organization. Confidentiality
was a big concern for leaders being coached. Due to these factors,
coaching was not linked to strategic business goals and failed to
deliver a recognized impact enterprise-wide.
10 | IJCO Issue 30, 8(2)

In order to address these concerns, a centralized external coaching CH2M HILL’s

program was developed, and after an extensive research and
interview process, CH2M HILL contracted with two external senior leaders clearly
delivery partners to provide coaching services for the firm globally. understand the value of
The firm chose two coaching partners rather than a large number
of individual coaches for greater control, reporting, monitoring, coaching, the importance
consistency of service, and less overall administrative time and of creating a coaching
expense. By choosing external partners with deep ties to the coaching
community, Wellinghoff and Crane ensured CH2M HILL would culture, and how creating
benefit from a greater exposure to best practices in the field. a coaching culture
There are a number of critical elements for an external delivery supports this vision and
partner to consider when creating a coaching community within
an organization. These include the following:
the achievement of the
company’s strategy.
• Understanding the organization’s vision, strategy,
and culture;
• Addressing the needs and perspectives of key
stakeholders;
• Articulating the desired behaviors of the coaching
culture the organization wishes to create;
• Selecting a team of qualified coaches who
understand and align with the needs of the
organization, and those who can role model the
desired behaviors of the organization;
• Orienting and maintaining the coaching community;
• Aligning the coaching program with other leadership
development initiatives; and
• Creating appropriate feedback loops for learning.

Understanding the organization’s vision,

strategy, and culture
When working with an organization to develop a coaching culture,
an external delivery partner needs to consider how coaching
aligns with and supports the vision, strategy, and culture of the
organization. CH2M HILL’s vision is to be the best place to work
and to provide the best customer experience while being the most
respected company in their industry. The firm seeks to transition
to a culture in which developing the next generation of leaders
is viewed as critical to the long-term success of the organization.
Creating a coaching culture supports this vision by creating a focus
on feedback, learning, and growth throughout the organization.

Coaching provides a method in which this can be achieved in an

organized and systematic manner. CH2M HILL’s senior leaders
clearly understand the value of coaching, the importance of creating
a coaching culture, and how creating a coaching culture supports
this vision and the achievement of the company’s strategy.
 IJCO Issue 30, 8(2) | 11

How will creating a coaching culture support the Related to the strategic
overall vision of CH2M HILL?
“Our vision to be the best place to work, provide the best client implementation, it is
experience, and be the most respected firm in our industry allows also important for an
us to stand apart from our competition,” said McIntire. “At
CH2M HILL, our three governing values of respect, delivery external delivery partner
excellence, and employee control are foundational to how we do to understand how
business. Creating a coaching culture supports all three values
through an environment that allows for candid feedback, perfor- an organization will
mance management, and personal accountability.” measure the success and
Madia concurs. “Our dedication to being the best place to work return on investment of
drives the need to develop world-class people leaders by champi-
oning best practices and processes that align with our business
the coaching program,
needs. Our coaching culture supports this vision by maximizing and the success of the
business success through the development and management of
people and their performance. This culture is achieved with a
coaching culture.
leadership focus on identifying, acquiring, developing, and retaining
top talent—all of which can be facilitated through coaching.”

Related to the strategic implementation, it is also important for

an external delivery partner to understand how an organization
will measure the success and return on investment of the coaching
program, and the success of the coaching culture. At CH2M
HILL, the effectiveness of the coaching program will be measured
through surveys with both the client and the client’s manager at
the start and end of a coaching engagement.

When asked what the indicators of successfully implementing a

“coaching culture” are at CH2M HILL, McIntire said, “We’ll know
we’ve been successful if leaders demonstrate desired behaviors and
use coaching to influence and engage their employees in candid,
respectful conversations. This supports the coaching culture by
facilitating communications that inspire action.”

Madia went on to say, “We will know if we are successful at imple-

menting a coaching culture when the performance of those being
coached is positively impacted, which in turn impacts organiza-
tional goals and strategy. Additionally, successful implementation
will be determined by whether or not coaching skills are being
used throughout all levels of the organization. Overall shifts in
how leaders and employees perceive coaching and serve as role
models, while emphasizing the importance of adopting coaching
behaviors, will also be an indicator of program effectiveness. It’s
also an indicator of our organizational maturity.”

Addressing the needs and perspectives

of key stakeholders
Understanding and addressing the needs of various stakeholder
groups is a critical part of developing a successful and sustainable
coaching program, and creating the coaching culture CH2M HILL
12 | IJCO Issue 30, 8(2)

is looking to build. The ability to speak to the needs of the various It is important for
stakeholders and target coaching solutions that meet those needs
creates greater advocacy and support for the coaching initiative. external coaching
partners to work with
During one coaching engagement that Pullen & Associates was
working on with a client, the HR Director was considering using and support their
coaching for one of the senior executives she supported. She had organizational partners
worked hard to be seen as a strategic partner to the senior leaders
in her business group. Accordingly, she was very careful to choose in identifying and
a coach who would help her be recognized as someone who could
provide resources that supported the strategic business decisions
reporting appropriate
of the organization. Being sensitive to the concerns of the HR metrics of success.
Director was important in gaining support for both the coaching
engagement and the coaching program at this organization.

Key stakeholders are likely to have different ways of measuring

successful implementation of the coaching program and the
development of a coaching culture at CH2M HILL. It is important
for external coaching partners to work with and support their
organizational partners in identifying and reporting appropriate
metrics of success.

Articulating the desired behaviors of the coaching

culture the organization wishes to create
Why is creating a coaching culture at CH2M HILL
important to the success of the company? McIntire
emphasized, “Leadership effectiveness is enhanced through a
coaching culture. Having leaders who support, encourage, and
participate in effective coaching has a direct positive impact on our
employees, which indirectly affects the clients and communities that
CH2M HILL serves.”

The stakeholders at CH2M HILL seek to create an environment

where employees at all levels of the organization utilize coach-like
skills in their interactions with one another, including:
• Engage in open dialog regardless of reporting level.
• Use feedback for growth and learning.
• Respectfully hold one another accountable for
behavior and business results.
• Act with personal responsibility.
• Actively participate in learning and development.
• Role model desired behaviors.
• Use coaching skills such as asking powerful questions
and listening as a way of interacting with one
another.
 IJCO Issue 30, 8(2) | 13

CH2M HILL target audiences for coaching. As part of the

design of the CH2M HILL coaching culture, stakeholders are
looking to develop leadership competencies in mid-level managers
and above (see Figure 1):
• C-Suite Executives: Responsible for reinventing the
enterprise and managing organizations, C-suite
executives focus on enterprise sustainability and
growth.
• Senior Managers: Responsible for managing managers,
transforming the business and developing talent,
senior managers focus on organizational vitality and
team performance.
• Mid-level Managers: Responsible for driving the
performance and execution of others, mid-level
managers focus on people performance.
By coaching leaders who are mid-level managers and above, and
giving them coaching-related skills, they will be able to leverage
those skills to serve as role models for and coaches to their own
employees, driving the coaching culture throughout CH2M HILL.

What does a typical coaching assignment under this

model involve? Each coaching assignment usually begins with
coaching participants taking the Hogan Leadership assessment.
To supplement this written assessment, the coach conducts 360-
degree feedback interviews with five to eight people and often
more for leaders of organizations. The participant and coach

Figure 1. CH2M Hill target audiences for coaching

Copyright © 2011 PCPI ™. All rights reserved worldwide.

1 | IJCO Issue 30, 8(2)

create a development plan to identify developmental needs based

on the data collected. The coaching participant then works with
his/her coach to achieve individual coaching goals that support
success in his/her role. See Figure 2 below for the flow of the
coaching engagement process.

Figure 2. CH2M HILL coaching engagement process

Copyright © 2011 PCPI ™. All rights reserved worldwide.

Three-way meetings with the coaching client, his/her manager,

and the coach help integrate the coaching participant’s manager
in critical junctions of the coaching engagement, including:
1. Aligning manager with the goals and objectives for the
coaching assignment after the coaching plan has been
completed as part of aligning the coaching plan with
the organizational strategy.
2. Gaining manager’s endorsement in support of the employee’s
ongoing development at the mid-point of the coaching
assignment.
3. Engaging manager in setting long-term goals and objectives
for the sustained growth and development of the employee
including how the manager will support the
achievement of those goals and objectives.
Selecting a team of qualified coaches
With a thorough understanding of what coaching culture means
to key stakeholders at CH2M HILL, how it aligns with the vision
and strategy of the organization, and what behaviors CH2M
HILL would like to develop, it is important to build a cadre of
like-minded coaches who possess the requisite skill sets to support
the creation of a coaching culture.

The coaches that were chosen to work with CH2M HILL were
selected based upon their demonstrated experience working with
executives in organizations, an understanding of the importance
 IJCO Issue 30, 8(2) | 1

of aligning coaching goals with business goals, and an ability to Creating a coaching
interact with other people in a way that is consistent with CH2M
HILL’s values. One of the challenges in selecting coaches for culture involves
the CH2M HILL network was identifying coaches who could having well-informed
effectively help their individual clients achieve the goals and
objectives they outlined in their development plans, while at the coaches who have an
same time considering and accounting for the client organization’s understanding of the
desired outcomes.
broader context in which
Orienting and maintaining the coaching community
Creating a coaching culture involves having well-informed coaches
the desired behaviors are
who have an understanding of the broader context in which the occurring.
desired behaviors are occurring. This leads to a better understanding
of the business/cultural and professional/personal contexts in which
their coaching occurs. It also means understanding the current
culture within the organization and the desired culture CH2M
HILL is attempting to create.

Orienting the team of coaches to the CH2M HILL Way began

with identifying, evaluating, and selecting experienced coaches.
Following coach selection, CH2M HILL’s Wellinghoff and
Crane delivered an orientation that provided the coaches with
an overview of the organization and the new coaching program.
They also provided the coaches with a copy of Jim Howland’s
Little Yellow Book.

In the future, Pullen and Associates will hold ongoing coaching

community meetings to keep CH2M HILL’s coaches abreast of
developments within the organization and to provide feedback
that can support the ongoing growth and development of the
coaches and coaching program. Each of these strategies is
essential to meeting the stated goal of continuous learning and
development that CH2M HILL views as critical to a successful
coaching culture.

Aligning the coaching program with

other leadership development initiatives
In addition to the continued growth and development of the
coaches and coaching program, CH2M HILL also focuses on
the alignment of the coaching program with internal leadership
development initiatives. This requires the team of coaches to
understand the leadership development pipeline at CH2M HILL.
The pipeline includes leadership development course offerings,
leadership competencies, and assessments used for developing
leaders. We can highlight the skills and behaviors taught in the
course and discuss how they support the role of the successful
leader within a coaching culture. For example, at CH2M HILL,
the Hogan Leadership Assessment is used to plan, implement
and truly accelerate individual development in all of our high-
potential programs.
1 | IJCO Issue 30, 8(2)

Leading Leaders: Coaching As a Critical Skill is a core course added to With knowledge of
CH2M HILL’s School of Leadership and Management in 2009,
where participants are given the opportunity to assess and grow how the coaching
their coaching skills. The interactive experience assists leaders in program aligns with
developing the confidence to engage in three types of coaching
conversations: feedback, problem solving and developmental. This, other leadership
in turn, creates a foundation for these leaders to serve as role models development initiatives,
of the coaching behavior associated with a coaching culture.
other resources that
Business group leadership meetings, forums for high potentials,
and integration orientations are also leveraged as opportunities
support the development
to teach core concepts of creating a coaching culture, build of the behaviors that
awareness of the skills required to improve performance in
coaching conversations, and maximize coachable moments.
drive CH2M HILL’s
With knowledge of how the coaching program aligns with other coaching culture can
leadership development initiatives, other resources that support the
development of the behaviors that drive CH2M HILL’s coaching
be leveraged.
culture can be leveraged. Ongoing development of coaches will be
accomplished through the sharing of information on leadership
development initiatives.

Creating feedback loops for learning

One of the benefits of a well organized and centrally coordinated
coaching program is that it can provide a forum for the coaches
to work closely together. This can enable sharing about the
patterns they see in the organization, while still maintaining the
confidentiality that is critical to the success of the program. The
patterns gathered from the coaches can be analyzed, trends can
be identified, and this information can be used to inform other
training and organizational development initiatives.

For example, in another organization, the Pullen and Associates

team of coaches identified performance management as an issue
seen in over 75% of its coaching engagements. This information
was shared with their partners in the organization who then
used the information to hold a day-long training initiative they
called a “Leadership Summit.” Performance management, as
well as other trends identified through coaching engagements
in that organization, became the content for the event. The
summit reached 250 of the organization’s senior leaders, a far
larger audience than the group that originally participated in the
coaching program.

CONCLUSIONS
Coaching culture at CH2M HILL means much more than simply
using external coaches as a means of developing the organization’s
people. For CH2M HILL, coaching culture means a way of
interacting with one another and leading and developing people
that is firmly rooted in the core values of the organization. It is
exemplified by courageous, open communication regardless of
lines of reporting or authority. Their use of feedback as a way of
 IJCO Issue 30, 8(2) | 1

supporting one another’s growth provides for continuous learning Creating a coaching
and accountability.
culture supports
Using the CH2M HILL experience as a guide, it is clear that the this respectful work
creation of a coaching culture should begin at the most senior
levels of the organization. As in the case of CH2M HILL, senior environment where
leaders must align on and view the creation of a coaching culture employees feel supported,
as important to and supportive of the overall vision and strategy
of the organization. These leaders must model the desired while at the same time
behaviors in order for organization-wide change to take place.
At CH2M HILL, creating a coaching culture is seen as a means
being challenged to
of addressing the critical strategic need of developing the next grow, learn, and
generation of leaders. It supports the vision of being the best place
to work and providing the best customer experience, while being
deliver high-quality
the most respected company in their industry. customer service.
Creating a coaching culture at CH2M HILL requires a strategic,
comprehensive, systemic approach to leadership development.
Starting at the top, the senior leaders of the organization must
serve as role models for coaching behavior. They need to have
courageous, open dialog; provide ongoing feedback; hold one
another accountable; and demonstrate that they are actively,
visibly participating in their ongoing learning and development.
The behaviors to be encouraged throughout the culture must be
integrated into leadership development programs so leaders are
encouraged to develop their skills around such things as open
communication and feedback.

Additionally, these behaviors must be reflected in the organization’s

leadership competency model. The desired skills and competencies
should be reflected in the performance assessment process. Leaders
should be rewarded for using the desired behaviors appropriately.
Coaching should be used to help accelerate the development of
each leader’s unique way of demonstrating the desired behaviors. It
should support them in integrating these behaviors into their way of
leading not only their teams, but their peers and superiors as well.

A coaching culture must also align with the “people strategy” of

the organization. With the focus on coaching through feedback,
continuous learning, and accountability, a coaching culture
reinforces the performance management system. It will develop
leaders’ skills required to effectively manage performance and
support ongoing leadership development.

If CH2M HILL is to continue to be a leader in its field, it must

continue attracting and retaining high-quality people. Candidates
join CH2M HILL and employees stay at the firm for four key
reasons:
• Work with the industry’s best professionals on
challenging projects.
18 | IJCO Issue 30, 8(2)

• Numerous professional development opportunities.

• The opportunity to make a difference in the
communities where they live and work.
• A respectful work environment that values people.
Regardless of race, gender, age, socioeconomics, religion, or sexual
orientation, each employee is a unique, highly regarded, and
respected member of the CH2M HILL team. Creating a coaching
culture supports this respectful work environment where employees
feel supported, while at the same time being challenged to grow,
learn, and deliver high-quality customer service.

In creating an external coaching community, CH2M HILL

sought to partner with companies whose coaches mirrored the
attitudes and skills that represent the coaching culture CH2M
HILL seeks to create. CH2M HILL’s key stakeholders must work
closely with their external coaching delivery partners to provide
ongoing feedback to one another so there is an ongoing cycle of
continued growth and learning. This will increase the likelihood
that the newly created coaching culture will extend beyond the
organization and to the external coaching delivery partners. By
embracing a coaching culture, CH2M HILL demonstrates that
an organization can invest in its employees, deliver high-quality
service to customers, and secure successful bottom line results.

RESOURCE
Behavioral Coaching Institute
http://www.1to1coachingschool.com/Coaching_Culture_in_the_workplace.htm

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The top 500 design firms. (2010). Engineering News-Record. Retrieved from
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n ABOUT THE AUTHORS

Bill Pullen, M.S., MCC

Phone: 202-986-5134
Email: [email protected]
Website: http://www.pullenassociates.com/

Bill Pullen is President of Pullen and Associates Coaching and Consulting. He is an executive
coach and organizational development consultant who provides leadership development services to
individuals, corporations, the federal government, and private organizations. His work focuses on
developing current and emerging leaders and building leadership capacity within organizations. He is
also the Director of Training for the Leadership Coaching for Organizational Performance Program
at George Mason University.

Erin Crane, M.S.

Phone: 720-286-2326
Email: [email protected]
Website: www.ch2m.com

Erin Crane is currently working as a Leadership Development Consultant at CH2M HILL. Over the
past year, Erin has led the development and management of the new coaching program. She is also
involved in various leadership development initiatives such as the leadership competency model and
leadership development assessments. In addition to her work with CH2M HILL, Erin is pursuing a
doctorate degree in Industrial and Organizational Psychology at Colorado State University. She received
her Master of Science degree in 2009.
 Resource Center for
Professional Coaching in Organizations
IJCO The International Journal of Coaching in Organizations™ is the signature publication of
Professional Coaching Publications, Inc.™ (PCPI). In addition to this internationally acclaimed
journal, PCPI publishes books on topics of interest to those in the coaching community, whether
practitioner, decision maker, or end user. You can count on PCPI, Inc. to provide content that
pushes the envelope — bringing theory, research and application together in ways that inform,
engage and provoke. Visit the PCPI website, www.pcpionline.com, to view and purchase our
growing line of products.

If you have administrative questions, please refer them to our IJCO™ Office Manager, at
[email protected]. For advertising, marketing and operations inquiries, please refer them
to John B. Lazar, IJCO Executive Editor, at [email protected]. Please submit unsolicited manuscripts
for peer review consideration to the IJCO office manager at [email protected].

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