Coaching-Centered Enterprise (CCE)

Who Should Attend?

This curriculum is for professionals looking for a way to get started with and/or effectively leverage the impact of a new model for coaching in their organization. Some of the roles that will benefit from obtaining the Coaching-Centered Enterprise designation include:

  • HR Practitioners
  • HR Managers and Leaders
  • Learning and Development Manager
  • Director of Learning
  • Leadership Development Manager
  • Organizational Development Specialist or Consultant
  • Business Unit Managers and Directors
  • Communications Managers or Specialists
  • Any individual who oversees coaching activities or programs

What Will You Learn?

  1. Define what a coaching-centered organization believes and does, from understanding how a culture of coaching drives engagement and performance, to building capability among the manager and leader population to leverage a coach approach, to establishing support structures and accountability to ensure culture change and sustainability.
  2. Introduce a high-level roadmap for creating organizational buy-in and sustainable implementation across all internal stakeholders, communicating about coaching and integrating coaching into an organization’s culture. 
  3. Demonstrate how to improve organizational results through coaching among all employees, while addressing (and helping change) the negative connotation coaching has carried in the past as a remedial measure.
  4. Use innovative examples and research from some of the best companies in the world that are harnessing the power of coaching within their organizations.
  5. Apply innovative and practical tools that allow you to implement and embed coaching behaviors and skills in your organization.

Why This Program?

HCI’s Coaching-Centered Enterprise (CCE) model provides a complete roadmap for building a coaching culture in your organization. The CCE model recognizes that coaching’s positive organizational impact is powered through the three modalities of internal practitioner coaches, external coaches, and managers and leaders who coach as a part of daily interactions. Leaders, managers, and employees share accountability and responsibility for supporting these efforts and establishing a sustainable coaching culture.





Traditional beliefs have been:

  • Coaching is a remedial activity designed to “fix” a problem.
  • Coaching is reserved for senior leaders and delivered via external partners.
  • It is an assumed skill for managers: when individuals are promoted to a managerial role,  they are presumed to know how to coach their direct reports.

HCI believes coaching and coaching skills are integral to employee success:

  • Coaching drives development, growth, engagement and performance.
  • Coaching opportunities must be accessible to all employees.
  • The value coaching provides needs to be communicated across the organization.
  • Coaching is a shared responsibility among leaders, employees, and managers.