Coaching and change management

Veronica Lysaght

Strategic Regional Director

Europe, Africa and Middle East

Building a Coaching Culture for Change Management

IHRM

25 Oct 2018

89%

83%

83%

82%

80%

79%

74%

Business process implementation

Specific department or team technology change

HR process implementation

Organization-wide technology change

Change of leadership

New product development/innovation

Environmental/regulatory/legal changes

Percentage reporting occurrence over the past two years

Change Management Initiatives

Of the change management initiatives at your organization over the past two years, what has occurred?

Business and HR process implementations, technology changes, leadership changes, new product

development and environmental/regulatory/legal changes are the most common initiatives.

Are you experiencing this?

• Business process implementation

• Specific department or team technology change

• HR process implementation

• Organization-wide technology change

• Change of leadership

• New product development/ innovation

• Environmental/legal/regulatory changes

• Workforce reduction/downsizing

• Industry/digital disruption

• Global/regional expansion

• Mergers and acquisitions

Change management initiatives and successes

Of the change management initiatives at your organization over the past two years, how would you rate its current success?

(Percentage reporting: Equals, Exceeds and Far Exceeds expectations)

High-performing organizations are more likely to report that change management initiatives meet or

exceed their expectations for success.

69%

63%

69%

56%

67%

73%

62%

67%

73%

62%

89%

76%

90%

79%

73%

89%

92%

78%

94%

93%

Business process implementation

Specific department or team technology change

HR process implementation

Organization-wide technology change

Change of leadership

New product development/innovation

Workforce reduction/downsizing

Industry/digital disruption

Global/regional expansion

Mergers and acquisitions

All other organizations High-performing organizations

20%

25%

23%

Employees can plan for change

Employees can execute change

Employees can sustain change

Overall percentage reporting Very Confident and Extremely Confident

Confidence in change capabilitiesA quarter or less of respondents are confident in their employees’ change capabilities. However, there

is greater confidence overall at high-performing organizations.

How confident are you that employees within your organization can plan for, execute and sustain change?

(Percentage reporting: Very Confident and Extremely Confident)

13%

19%

17%

33%

32%

37%

Employees can plan for change

Employees can execute change

Employees can sustain change

All other organizations (n=191) High-performing organizations (n=87)

Successful Change Management

Why Change

Is Successful

Thinking about the MOST successful change management initiatives in

the past two years, what three words or phrases would you choose to

describe why they were successful?

UNsuccessful Change Management

Why Change Is

Not Successful

Thinking about the LEAST successful change management

initiatives in the past two years, what three words or phrases

would you choose to describe why they failed?

Let’s Discuss!

Roles in Change Management

In the past two years, what role(s) have you had during change management initiatives and at which stages during the change did you

play your role? (n=432)

Of the formal roles in change management, those who implement the change, communicate the

change and gather feedback on change have the most involvement across the stages.

Change Management Stage

Change Management Role Planning Executing Sustaining Derailing

Plan and design change 65% 52% 40% 30%

Communicate the change 59% 65% 47% 31%

Implement the change on my team 59% 68% 56% 34%

Gather feedback on change 53% 62% 54% 38%

Change management leader 51% 52% 41% 31%

Project or program manager 49% 47% 35% 26%

Evaluate the impact of the change 46% 53% 53% 34%

Trainer 45% 52% 32% 22%

Change/project sponsor 41% 38% 28% 20%

Professional coach practitioner 29% 35% 25% 18%

59%

57%

49%

38%

35%

35%

29%

26%

25%

25%

23%

20%

16%

11%

Classroom training

Web-based training or e-learning

Meetings/facetime with senior leaders

Access to manager/leader using coaching skills

Stretch assignments or job rotations

Assessment

One-on-one coaching with professional coach practitioner

Peer networking at events or conferences

Team coaching with professional coach practitioner

Action learning assignments

Formal mentoring programs

Micro-learning content

Work group coaching with professional coach practitioner

Learning labs

Percentage of respondents offering activity (n=432)

Change management activities

Over the past two years, which of these activities has your organization offered as part of a change management initiative? (Select all that apply.)

The most frequently cited activities for change management are classroom training,

e-learning and facetime with senior leaders.

Change management activities at HPOs

56%

42%

52%

35%

33%

34%

26%

20%

22%

23%

14%

75%

74%

69%

58%

54%

49%

40%

40%

39%

35%

29%

Classroom training

Meetings/facetime with senior leaders

Web-based training or e-learning

Access to manager/leader using coaching skills

Stretch assignments or job rotations

Assessments

One-on-one coaching with professional coach practitioner

Formal mentoring programs

Peer networking at events or conferences

Team coaching with professional coach practitioner

Work group coaching with professional coach practitioner

All other organizations (n=192) High-performing organizations (n=87)

High-performing organizations are more likely to have activities as part of their change

management initiatives.

Over the past two years, which of these activities has your organization offered as part of a change management initiative? (Select all that apply.)

Helpfulness of change management activities

2%

3%

7%

2%

9%

4%

4%

2%

7%

11%

11%

13%

16%

23%

78%

78%

74%

73%

72%

70%

67%

67%

65%

58%

55%

49%

44%

34%

Work group coaching with professional coach practitioner (n=66)

One-on-one coaching with professional coach practitioner (n=120)

Meetings/facetime with senior leaders (n=203)

Action learning (n=102)

Learning labs (n=46)

Access to manager/leader using coaching skills (n=161)

Stretch assignments or job rotations (n=141)

Team coaching with professional coach practitioner (n=102)

Formal mentoring programs (n=91)

Peer networking at events or conferences (n=108)

Assessments (n=146)

Classroom training (n=248)

Micro-learning content (n=75)

Web-based training or e-learning (n=230)

Not at all Helpful/Slightly Helpful Very Helpful/Extremely Helpful

Of what was present in your organization, how helpful was the activity in achieving the goals of the change management initiative(s)?

(Percentage reporting Moderately Helpful are not displayed here)

While e-learning was one of the three most frequently cited activities, it was rated as one of the least helpful.

Coaching activities are rated as the most helpful in achieving the goals of change management initiative(s).

Definition of Coaching

ICF defines coaching as partnering with clients in a thought-provoking and creative process that inspires them to maximize

their personal and professional potential.

https://coachfederation.org/about

Coaching Formal Learning Peer Learning On-the-Job Learning

One-on-one coaching

with professional coach

practitioner

78% Assessments 55%Meetings/facetime with

senior leaders74%

Action learning

assignments 73%

Work group coaching

with professional coach

practitioner

78% Classroom Training 49%Formal mentoring

programs65% Learning labs 72%

Access to

manager/leader using

coaching skills

70% Micro-learning content 44%Peer networking at events

or conferences58%

Stretch assignments or

job rotations67%

Team coaching with

professional coach

practitioner

67%Web-based training or

e-learning34%

Change Management Success by Activity

Of what was present in your organization, how helpful was the activity in achieving the goals of the change management initiative(s)?

(Percentage reporting: Very and Extremely Helpful)

Coaching is one of the most helpful activities for achieving the goals of the change management initiatives.

Coaching and change management

In the past two years, when was coaching offered as part of a change management initiative? (Select all that apply.)

Change Management Stage

Coaching Activities Already

presentPlanning Executing Sustaining Derailing

Team coaching with professional coach practitioner

(n=106)15% 39% 45% 30% 14%

Work group coaching with professional coach

practitioner (n=70)10% 43% 43% 29% 11%

One-on-one coaching with professional coach

practitioner (n=126)29% 29% 37% 33% 22%

Access to manager/leader using coaching skills

(n=163)30% 58% 46% 46% 23%

Coaching activities and change management

In the past two years, how has coaching been used with your change management initiatives? (Select all that apply.)

Coaching Applications

Coaching Activities

Personal

leadership

style,

strengths

and blind

spots

Over-

coming

resistance

Processes

and tools

Personal

resilience

Change-

friendliness

/

change-

readiness

Fostering

partnerships

and building

change

teams

Leading

an agile

culture

Models

and

methods

Stress

manage-

ment

Developing

change

agents

Team coaching with professional coach

practitioner (n=106)

81% 70% 67% 66% 59% 56% 53% 46% 42% 42%

Work group coaching with professional

coach practitioner (n=70)

83% 67% 64% 67% 66% 63% 53% 46% 40% 43%

One-on-one coaching with professional

coach practitioner (n=126)

76% 64% 52% 62% 60% 52% 48% 37% 44% 35%

Access to manager/leader using

coaching skills (n=163)

72% 62% 58% 54% 59% 51% 47% 39% 37% 41%

Defining a coaching culture

Coaching Culture Composite

1. Strongly/somewhat agree that employees value coaching.

2. Strongly/somewhat agree that senior executives value coaching.

3. Managers/leaders and/or internal coaches received accredited coach-specific training.

4. Coaching is a fixture in the organization with a dedicated line item in the budget.

5. All employees in the organization have an equal opportunity to receive coaching from a professional coach

practitioner.

6. Have all three coaching modalities at their organization (internal coach practitioners, external coach

practitioners and managers/leaders using coaching skills)

A total of 15% (n = 60) of respondents have a strong coaching culture at their organizations, determined

by having at least five of the factors below.

Coaching culture outcomesAmong organizations with a strong coaching culture, 61% are also classified as high-performing

organizations. Among organizations without a strong coaching culture, only 27% are also classified as

high-performing organizations. In other words, strong coaching cultures are more than twice as likely to

be high-performing organizations.

Percentage classified as high-performing organization.

27%

61%

73%

39%

Not a strong coaching culture (n=213)

Strong coaching culture (n=46)

High-performing organizations All others

Key Take-Aways

• Three core features found to impact change management success/failure are communications, leadership and resilience

• High-performing organisations more likely to have change management initiatives meet/exceed their expectations for success (i.e. large-scale strategic change)

• Strong coaching cultures are more twice as likely to be a high-performing organisation than their counterparts

• One-on-One, Work Group, and Team Coaching are rated among the most helpful activities in achieving change management goals

He aha te mea nui o te ao?

What is the most important thing in the world?

Maori Proverb

He tangata, he tangata, he tangata

It is the people, it is the people, it is the people

Resources

Those that have been there and done that… (case studies during times of change)

Building a Coaching

Culture for Change

Management

• ICF/HCI signature research for 2018

• Access report at coachfederation.org/coachingculture

International Prism Award

• Presented annually by ICF

• Honors businesses and organizations with coaching programs that:

• Fulfill rigorous professional standards

• Address key strategic goals

• Shape organizational culture

• Yield discernible and measurable positive impacts

• Learn more and read honoree case studies at coachfederation.org/prism-award

Veronica LysaghtStrategic Regional Director, Europe, Africa and the Middle East