Coaching in Organizations

In this episode of the Coaching in Organizations podcast, Tracey Cammock (Senior Director of Coaching at Southern Glazer's Wine & Spirits) shares how her team grew from six trained internal coaches to more than 80, and moved from isolated programs to a coaching ecosystem. She voices that a great coaching program with glowing feedback does not change a culture. You'll also hear how a shared coaching language and the HEART values anchor her work at SGWS, how pre- and post-program feedback from direct reports tracks real behavior change, why coaching is never remedial, how group coaching circles extend leadership programs, and why letting go was the hardest and most important step to scale. Tracey also shares how AI nudges could support coaching between sessions without losing the human connection.

If you're passionate about coaching cultures, internal coaching, or building capacity through group coaching in organizations, this episode is a must-listen.

What if the fastest way to build a coaching culture was not a new program, but the moments that already exist in your organization?

Tracey Cammock, Senior Director of Coaching at Southern Glazer's Wine & Spirits, breaks down how coaching became part of how leaders show up every day, not just something people learn in a workshop.

00:00 Introduction and Tracey’s Coaching Origins: Dom introduces Tracey Cammock and the episode’s focus on building a coaching culture. Tracey shares how her HR business partner work led her to recognize coaching skills and pursue formal certification.

05:43 Scaling Coaching Across the Organization: Tracey describes Southern Glazer's growth from six trained coaches to over 80, along with programs like Leader as Coach and team coaching. She explains why broader access and a shared model were needed to scale beyond HR.

09:26 Common Language and Coach-Like Values: Tracey explains how a shared vocabulary and the GROW model anchor conversations and clarify what coaching is and is not. She also shows how the company’s HEART values turned out to be coach-like behaviors, strengthening the culture shift.

13:39 Closing the Gap Between Design and Practice: Tracey discusses how strong program design and positive feedback did not guarantee behavior change on the job. She describes embedding coaching into performance and career conversations to bridge that gap.

17:26 Measuring Leader Behavior Change: Tracey explains how pre- and post-program assessments completed by direct reports measured leadership behavior shifts. She also notes that the surveys themselves helped prime leaders to focus on coaching behaviors.

21:19 Non-Remedial Coaching and Group Circles: Tracey describes intake conversations that keep coaching from being used as a fix for underperformers. She then explains how group coaching circles after leadership programs evolved from two 90-minute sessions to three 60-minute sessions.

25:38 Letting Go and Team Support: Tracey reflects that the hardest part of her role has been trusting others to deliver coaching without her oversight. She credits executive leaders, HR partners, and the internal coach community for making the work possible.

29:15 AI, Nudges and Protecting Human Connection: Tracey argues that human connection remains central to coaching even as AI advances, since technology cannot read tone or body language. She suggests AI could handle administrative nudges between sessions while coaches focus on deep conversation.

32:00 Advice for Building a Coaching Culture: Tracey advises finding a sponsor and integrating coaching into experiences people already have. The host closes the episode with thanks and information on following and subscribing.

Tracey Cammock is Senior Director of Coaching at Southern Glazer's Wine & Spirits, a senior coaching and talent development leader, and an ICF Professional Certified Coach (PCC). She leads enterprise coaching strategies that strengthen leadership capability, reinforce organizational values, and connect behavior change to business outcomes. Her work includes executive, team, and group coaching; internal coach development; leader-as-coach programs; and scalable coaching tools and systems.

Tracey began her career as an HR business partner and became a certified coach in 2008-2009 to deepen that work. Under her leadership, Southern Glazer's has grown its internal coaching community to more than 80 trained coaches and was named runner-up for the International Coaching Federation's Impact Award in 2024.

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What does it take to build a coaching culture inside one of the world's largest pharmaceutical companies, from the inside, and on your own time? 

In this episode of the Coaching in Organizations Podcast, Hartmuth Gieldanowski, Agile & Innovation Coach at Takeda Pharmaceuticals, shares the honest story of how a small group of internal coaches launched a coaching pilot in Zurich that reached roughly 100 employees in just two years. And it started almost by accident. 

You'll hear how Hartmuth went from resisting the inner work of coaching at a two-day training to becoming the person bringing that inner work to others. He shares the fears the team had going in, the organic way the pilot grew, why they opened it to all 1,300 Zurich employees rather than just senior leaders, and what they learned about measuring ROI in a space that doesn't easily reduce to numbers. 

If you're thinking about how to start or grow a coaching culture in a complex, global organization, this episode is a must-listen. 

Hartmuth Gieldanowski shares what he learned from building a coaching pilot inside one of the world's most complex pharmaceutical organizations. 

03:11 - Hartmuth’s Coaching Journey: Hartmuth discusses his initial dislike for coaching 10 years ago. He explains how he later realized its importance for organizational success. 

04:51 - Launching the Zurich Coaching Pilot: Hartmuth shares how his past experience influenced his humble approach to transforming organizations. He then describes how the Zurich pilot began almost by accident. 

11:18 - Overcoming Initial Fears: Hartmuth talks about the team’s fears, including not finding enough coaches or being overwhelmed by demand. He explains how they organically found coaches and managed the workload. 

16:00 - Opening Coaching to All Employees: Hartmuth explains why they opened the coaching pilot to all 1,300 employees in Zurich, not just senior leaders. He highlights the goal of building resilience across the organization. 

18:51 - Impact and Reach of the Pilot: Hartmuth shares that they coached roughly 100 people in two years, typically for three to six sessions. He notes the main impact was strengthening internal resilience and increasing aliveness. 

21:40 - Defining Coaching for Employees: Hartmuth explains how they helped people understand coaching by distinguishing it from mentoring and other services. They offered short taster sessions to allow employees to experience coaching firsthand. 

24:50 - Local vs. Global Approach: Hartmuth discusses the difference between global values and local execution for cultural change. He explains why a local approach was necessary for coaching due to diverse contexts and privacy guidelines. 

27:39 - Hidden Challenges in Program Design: Hartmuth points out that organizations often overlook the need to connect various initiatives. He stresses the importance of linking coaching programs to strategic goals like performance or DEI&B. 

30:03 - Securing Sponsorship: Hartmuth highlights the importance of support from local HR and line managers. He emphasizes that a top executive sponsor is crucial for scaling such initiatives across an organization. 

32:27 - Group Coaching Potential at Takeda: Hartmuth sees strong ROI for group coaching in supporting new leaders and fostering cultural understanding. He believes it can help align new leaders and bring together diverse cultural backgrounds. 

"Hartmuth Gieldanowski is an Agile & Innovation Coach with over 15 years of experience transforming organizations, products, and teams. Currently working at Takeda Pharmaceuticals, he brings together Design Thinking, Lean Startup, and Agile methodologies with a deeply human-centered approach to leadership and organizational change. 

Certified as a Co-Active Certified Professional Coach (CPCC), ORSC-trained systems coach, and ICF Associate Certified Coach (ACC) — Hartmuth works at the intersection of organizational development, team dynamics, and innovation. He is currently serving as President-Elect of ICF Switzerland, where he is actively shaping the future of the coaching profession in the country. 

His track record spans enterprise transformation, including guiding CEO-level teams at Swiss Post in agile product development and human-centered design, as well as orchestrating a rapid 9-month turnaround of PostFinance's entire e-banking platform. He is also a lecturer at FHNW University and a lead trainer, empowering managers and teams in CX, OKRs, and digital innovation. 

Hartmuth is passionate about building organizations that people love to work in — places where joyful work and high performance go hand in hand." 

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What happens when one internal coach is supporting 3,000 employees in a rapidly growing organization?  

In this episode of the Coaching in Organizations podcast, Betsy Campbell, Dream Coach at IMA Financial Group, shares how experimentation, collaboration, and group coaching became essential to scaling a coaching culture. From launching an ADHD-focused group coaching pilot to designing future programs around mindful change management, Betsy offers an honest look at what it takes to build coaching programs that truly meet people where they are. This episode explores psychological safety, coaching culture, internal coaching, and how group coaching can support growth and connection during periods of organizational change. 

02:48 - Betsy Campbell’s Coaching Origin Story: Betsy shares how a colleague introduced the dream coach concept to IMA after reading “The Dream Manager.” This sparked her interest in coaching. She then found a program that resonated with her. 

05:07 - Making the Leap to Dream Coach: Betsy describes taking a leap into coaching without knowing the exact outcome. She made a case for her institutional knowledge and passion for the organization. She eventually became IMA’s dream coach. 

06:08 - Developing IMA’s Coaching Culture: Betsy discusses her approach to building IMA’s coaching culture. She emphasizes creativity, experimentation, and collaboration. She works with the HR team to introduce coaching principles to managers and leaders. 

08:13 - The Coaching Landscape at IMA: Betsy explains that IMA uses external resources for coaching programs for managers and leaders. She also provides both group and one-on-one coaching internally. The coaching culture is still growing and developing. 

09:14 - The Freedom and Challenges of Creating the Role: Betsy enjoys the freedom to create programs based on the organization’s needs. This allows her to focus on what coachees need. However, this freedom can also be challenging due to a lack of pre-defined structure. 

10:23 - The ADHD Pilot Program: Betsy noticed many women in one-on-one sessions disclosed ADHD, leading her to create a group coaching pilot. She trusted this pattern because it was repeated often and felt important. The pilot targeted women in their women’s network who were already engaged in groups. 

13:15 - Pilot Program Participation and Learnings: The pilot received more interest than anticipated, requiring a cutoff for participation. Betsy learned the importance of checking in with participants who miss sessions. She realized that in future pilots, a shorter duration would allow for quicker iterations. 

16:07 - Coaching Program vs. Support Space: Betsy initially planned a structured coaching program with a book. However, the participants mostly wanted to connect and share. She learned the importance of clarifying expectations and distinguishing between a coaching program and a support space. 

20:59 - Navigating Individual and Organizational Needs: Betsy sees individual and organizational needs as a Venn diagram, looking for areas of overlap. Group coaching can multiply the benefits for individuals by fostering connection in a safe space. This approach helps serve both the individuals and the organization. 

22:25 - Mindful Change Management Pilot: Betsy’s next pilot idea is mindful change management for new employees joining through acquisitions. This addresses the stress of rapid change and the need for connection within a growing organization. The goal is to ground and energize employees during this period of change. 

Betsy has been a proud IMA associate and shareholder since 2012, initially serving their clients and leading a team as an Employee Benefits Account Executive. Prior to joining IMA, she managed EB clients at other Denver-based regional brokerage firms. Her early career included experience in advertising, marketing, and human resources.  

Building relationships and supporting others in their growth has always been a passion for her– within and beyond her career. In 2018, She completed coaching training through the Institute for Professional Excellence in Coaching (iPEC) and transitioned full time to the IMA Dream Coach role in 2022.   

A graduate of the University of Illinois, Champaign-Urbana, she is originally from Elmhurst, Illinois, and has lived in Colorado since 1991. She loves to ski, play golf, hike, camp, read, and travel, usually with her son Cole and/or her partner Joe and his kids. 

She is honored and humbled to help IMA associates become their best selves, whatever that means to each individual. She believes fully in your ability to create what you want in your life! 

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What does it take to introduce coaching into a profession built on expertise, billable hours, and high-performance expectations? 

In this episode of the Group Coaching in Organizations Podcast, Traci Mundy Jenkins, Director of Career Development at Venable, shares how coaching is being integrated into the development of legal professionals. Drawing on her background as a lawyer, legal recruiter, and career development leader, Traci explains how she discovered coaching and began applying it to conversations she was already having with associates and partners. 

You’ll hear how Venable piloted a group coaching program designed to support lawyers transitioning toward partnership, why preparation and expectations are critical before the first session begins, and how group coaching creates powerful peer learning across offices. 

If you’re passionate about coaching cultures, internal coaching, or expanding group coaching inside professional services organizations, this episode is a must-listen. 

What happens when coaching enters a profession traditionally built on expertise and advice? 

Traci Mundy Jenkins, Director of Career Development at Venable, shares how coaching can complement traditional development approaches and help lawyers navigate major career transitions. 

04:25 - Traci’s Origin Story in Coaching: Traci discusses her journey into coaching, highlighting her enjoyment of engaging with people.  

05:33 - Cultivating a Coaching Culture at Venable: Traci shares how her background informs the coaching culture at Venable, emphasizing support for associates and managers. 

09:05 - The Balance of Advising and Coaching: Traci explains the difference between advising and coaching and how this impacts her program design. 

11:23 - Designing Group Coaching for Counsel: Traci details why she chose to create a group coaching program for counsel on the partnership path. 

16:46 - Practical Program Design and Structure: Traci outlines the practical aspects of her program design, including outreach and session structure.  

22:02 - The Value of Pre-Meetings in Program Success: Traci explains why one-on-one pre-meetings are essential for participant understanding and commitment. 

24:38 - Fostering Peer Coaching and Engagement: Traci discusses the challenge of ensuring participants coach each other and ideas for improving engagement.  

29:00 - Flexibility in Program Delivery: The Imposter Syndrome Story: Traci recounts a session where an unexpected turn in discussion led to important learning.  

32:50 - Becoming Comfortable with Silence: Traci shares her experience as a lawyer learning to tolerate and appreciate silence in coaching sessions.  

36:00 - Protecting Reflection Time in Coaching Programs: Traci talks about the importance of building in dedicated time for reflection to enhance learning retention. 

Traci Mundy Jenkins is the Director of Career Development at Venable, where she leads initiatives supporting the professional growth and career progression of approximately 300 associates across the firm. 

Her work focuses on helping lawyers navigate career transitions, strengthen leadership capabilities, and build sustainable careers within a demanding profession. She integrates coaching approaches into her work with associates, partners, and firm leadership. 

Prior to returning to Venable, Traci served as Assistant Dean for Career and Professional Development at American University Washington College of Law and co-founded a legal recruiting and consulting firm. She has also served as President and board member of the National Association for Law Placement. 

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How do you prove coaching works without reducing people development to a single performance score? In this episode of Coaching in Organizations, Michelle Davis (Program Manager for Executive Coaching at Wipfli) shares how her firm built an internal coaching practice, launched a group coaching pilot focused on strategic time management, and translated results into business language leaders trust. You’ll hear what she measured, what she stopped measuring (and why), and how manager involvement strengthens impact while protecting confidentiality. 

If you’re passionate about coaching cultures, internal coaching, or building capacity through group coaching in organizations, this episode is a must-listen. 

What if your coaching ROI story started with a simple question leaders actually care about: “How many hours did we get back?” 

Michelle Davis, Program Manager for Executive Coaching at Wipfli, breaks down what it really takes to measure coaching impact inside a professional services firm where “metrics are the language.” 

02:29 Michelle’s Coaching Origin Story: Michelle shares what led her to become a coach and her transition from an external to an internal coach.

07:49 Accountability to Business Outcomes: Michelle discusses how her role shifted when she became an internal coach and accountable for business outcomes.

09:30 Coaching Culture at Wipfli: Michelle describes the coaching culture at Wipfli, including who receives coaching and the types of programs offered.

13:17 The Group Coaching Pilot: Michelle details the group coaching pilot, its participants, and the business needs it addressed.

14:40 Measuring Impact of the Pilot: Michelle explains the three key metrics used to measure the pilot’s impact: engagement, satisfaction with time management, and time saved.

19:48 Translating Impact to ROI: Michelle discusses how they translated the pilot’s results into ROI for leadership, combining quantitative and qualitative data.

21:38 Removing Performance as a Metric: Michelle explains why the decision was made to remove overall performance as a measurement in coaching programs.

23:19 Including Managers in Impact Measurement: Michelle describes how managers are involved in measuring the impact of coaching engagements.

26:26 Personal Realizations as an Internal Coach: Michelle shares her personal insights and shifts experienced while building the coaching culture at Wipfli.

28:06 Managing the Dual Role of Internal Coach: Michelle addresses the challenge of being both a coach and an employee, and how she manages boundaries when learning sensitive information.

Transforming people and workplaces from functioning to flourishing drives Michelle's work as an internal coaching leader. She envisions the workplace as a space where professionals can live out their values, cultivate meaning, and become their best selves. 

Michelle leads the internal coaching practice at Wipfli, a professional services and advisory firm, where the practice's mission is to empower associates to realize their highest potential and live the lives they imagine. Prior to becoming a certified coach, she spent 15 years in business development at the University of Michigan. 

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What does a coaching culture actually look like inside an organization? In this episode, Katherine Lord, Director of Organizational Member Experience, unpacks why a coaching culture is not a branded initiative or a sign that everyone has a coach. It is an environment where leaders and employees use coaching mindsets and behaviors in daily decisions, management, and collaboration, all in service of business results.

Katherine shares how her background in social work shapes her systems view of organizations, why behavior matters more than optics, how leaders can assess maturity without turning it into a competition, and why pilots are often the smartest place to start.

For talent leaders, L&D teams, and internal coaches, this coaching podcast offers a practical foundation for building coaching cultures and thinking about where group coaching can become a scalable lever.

Katherine Lord is Director of Organizational Member Experience at the International Coaching Federation. She works with organizations and coaching program leaders to help them strengthen coaching cultures, share best practices, and navigate common challenges. Her background spans community engagement, association leadership, and social work, giving her a strong systems lens on how people, leadership, and organizational environments interact. Prior to this role, she held positions with the Council on Social Work Education and the Club Management Association of America.

📚 RESOURCES

The Coaching Culture Compass: The ICF Coaching Culture Compass and Coaching Culture Designation showcase an organization’s commitment to building a strong, research‑based coaching culture. Grounded in ICF and Human Capital Institute field research and validated through ICF’s assessment and benchmarking process, the Designation offers a clear, credible way to demonstrate coaching culture maturity.

At a time when leaders want tangible proof of value, it provides concrete insights—including a maturity matrix and detailed report—that highlight progress and strengthen the case for coaching across the organization.

Download a one-pager about the Coaching Culture Compass: 

https://www.dropbox.com/scl/fi/qaxtobyuojgqxhqen7x2v/Coaching-Culture-Compass-One-Sheet.pdf?rlkey=oopcjmf6xv8jo1ue230uuyvmg&dl=0

🤝 CONNECT WITH KATHERINE

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