Does coaching really work?

There are some professional people’s definitions about coaching work are as below:

‘Coaching has made staff feel valued during a period of uncertainty and much change.’
(Leanne McMahon, Control Room Manager, Kent Fire and Rescue Service)

‘Since starting the coaching program, I have found that staff are more organized, generally. They seem to plan better and return work on time. The change in their attitude towards customers has improved significantly.’
(Accounts Manager, Barclays Bank)

‘Coaching came along at exactly the right time for me. It provided with a framework and context to be the type of manager I want to be, integrating what I already knew with development of new skills.’ (Sam Sheppard, Kent County Council)

‘I see coaching as a crucial tool for personal and professional development and for working with individuals. It develops leadership at all levels – tapping into individual potential of each member of your team. The fact that you’ve got more motivated staff with better-developed skills means the knock-on effect is in quality and emotional engagement – and in better learning. Teachers are leaders too so they can use some of the skills in relating with young people directly.’

(Ian Lane, Senior School Improvement Adviser, Local Authority, Newcastle upon Tyne)

‘Developing coaching skills for all our staff, as a framework for professional conversations, is a School Improvement Plan leadership priority next year.’

(David Pearmain, Head Teacher, Kenton School, Newcastle upon Tyne)

In the world of work it seems that performance usually amounts to being about one of five things:

  1. Increasing revenue – sales or other income streams
  2. Providing an excellent service
  3. Reducing cost
  4. Increasing or maintaining quality
  5. Reducing time, e.g. in production lines or in bringing a new product to market

Living in the real world, one thing is certain: there will always be a gap between potential and performance (life wouldn’t be much fun if there wasn’t) and we need to look at ways of closing the gap so that more potential is converted into high performance.

In these situations we need to recognize that the gap between potential and high performance doesn’t need filling it needs shrinking. In other words we need to remove the things that interfere with potential being converted into high performance.

Based on a three-year study of over 3,000 executives, Daniel Goleman identified six different leadership styles: 

  • Coaching
  • Coercive (or Commanding)
  • Pace-setting
  • Authoritative
  • Affiliative
  • Democratic

2014 Global Coaching Client Study conducted on behalf of the International Coach Federation found that of those individuals who had received coaching:

  •    80% saw improved self-confidence
  •    73% saw improved relationships
  •    72% saw improved communication skills
  •    70% saw improved work performance
  •    61% saw improved business management
  •    57% saw improved time management
  •    51% saw improved team performance

CIPD( Chartered Institute of Personnel and Development) UK recently Survey:

  •    96% Business people believe Coaching can benefit organization;
  •    92% Business people believe Coaching improves an organization’s bottom line;
  •    88% of line managers are Coaching Staff;
  •     64% of Organizations use external Coaches.

In the book “The Case For Coaching” The author did some research with multiple organizations that have used Coaching in the workplace.

  •    96% Positive Impact on Individuals Performance
  •    87% Positive Impact on Organizational Performance

A research by Bersin & Association found that senior leaders in organizations with coaching skills are effectively and frequently increasing business results by 21 percent.

Tangible Benefits…

The Manchester (now Right) study attempted to quantify the benefits received by a sample of 100 senior business executives.

  • Leadership Coaching delivers a ROI of 5.7 times the cost.



Coaching Results: (CIPD)

  • Increase ability to identify to solutions to specific work related Issues
  • Greater Ownership & Responsibility
  • Improvement in individual’s performance, targets and goals
  • Higher Organization performance/Productivity
  • Improved Work performance
  • Improve Business Management
  • Improved Time Management
  • Increase Staff Motivation
  • Improved Self-confidence
  • Improved Retention
  • Improved communication Skills
  • Solving a problem
  • Working through something you are stuck on
  • Identifying and gaining clarity on your goals

A research report by Whitworth and Shook (2003), from Case Western Reserve University’s Weatherhead School of Management, shows that the impact of coaching-like training can last seven years. Manchester Inc recently released the results of a study that quantifies the business impact of external executive coaching. The study included 100 executives, mostly from Fortune 1 000 companies. Companies that provided coaching to their executives realised improvements in productivity, quality, organizational strength, customer service, and shareholder value. They received fewer customer complaints and were more likely to retain executives who had been coached. In addition, a company’s investment in providing coaching to its executives realised an average ROI of almost six times the cost of the coaching.

Finally, a survey of 735 managers by the Roffey Park Institute found that 70% were looking for a greater sense of meaning in their working lives. This was articulated as: connecting with others; having a sense of personal purpose; a heightened understanding of what is really important to be human;  a sense of community.

Notes:

  • Matt Somers, Coaching at work: powering your team with awareness, responsibility, and trust (British Library Cataloguing in Publication Data)
  • Stephen Neale, Lisa Spencer-Arnell, and Liz Wilson, Emotional intelligence coaching : improving performance for leaders, coaches, and the individual (First published in Great Britain and the United States in 2009 by Kogan Page Limited)
  • Johan Herholdt, Mentoring and Coaching Articles from (http://www.humancapitalreview.org)