Learn about the coaching culture at Famous Supply in this Q&A with Director of People Development Rob Michelucci, PCC.
Please describe your internal coaching culture.
Famous Supply is a wholesale distributor that was founded nearly 90 years old. Famous specializes in HVAC, plumbing, and industrial and building products. The company includes 900 associates, of which approximately 150 are leaders. The internal coaching program focuses on leaders through direct coaching and training. We have one internal coach on our team, and they focus on the company’s five Core Values (Family, Trust, Communication, Teamwork and Continuous Improvement) and 40 Fundamentals (https://www.famous-supply.com/famous-40-fundamentals), including being positive and practicing human connection.
What is a challenge you’ve overcome in developing your coaching culture?
Getting started was the biggest challenge. It was important to do research, set ethical guidelines, create confidentially agreements and build trust within the program. It is also a challenge to determine the ROI and measure the program’s effectiveness. We currently utilize a quarterly Voice of the Associates survey for feedback. Our business relies heavily on relationship building, so adapting to remote work was also difficult.
What is a success you’ve encountered in developing your practice?
When a leader seeks additional coaching, it shows the value and benefits of the program. It is rewarding to see leader capability being developed. Our metrics show at or above 90% satisfaction of the leaders participating in our coaching program.
How do you handle privacy between your coaches and staff?
Our program is strictly confidential. The coaching session notes are password protected, and the survey results are anonymous.
What are your goals for your internal coaching practice in the next year?
Currently, we reach approximately half of the leaders in our company, and we would like to increase our reach to all leaders. We plan to expand the program and implement annual check-ins with all leaders. We are also launching additional group coaching circles and a 10-month leadership development plan with focused efforts on emotional intelligence, as well as hosting a leadership development seminar (which will include open coaching hours).
What do you find most beneficial as a member of ICF Coaching in Organizations?
ICF is the place that professional coaches look to, and it sets the industry standards for ethics and credentialling. I couldn’t imagine being a coach without being credentialed. Through this membership, it’s exciting to connect with fellow organizations and peers to leverage thought partnerships.
Anything else you’d like to share with ICF Coaching in Organizations members?
The whole world needs space. We are a bit more reactive due to the pandemic. Coaching is a positive solution for employees and people in general. It may be the only time they get for themselves. Helping people reflect allows them to hold space for themselves and in that space, the most important things emerge, and it can change the world.