coaching linked in 2009 jan

Conversations that Lead to Success

Content presented at the

2008 HR Star Conference

Veronica Wolfe, CPCC

© Wolfe Associates, LLC22

Coaching Definitions

Coaching FAQs

Coaching ROI

1

Agenda

2

3

Coaching Definitions

Coaching FAQs

Coaching ROI

1

2

3

Q & A


Wikipedia

“In non-sporting environments, recent practices in performance coaching focus on non-directive questioning, provocation and helping clients to analyze and solve their own challenges, rather than offering advice or direction.”


4,000 Corporations Agree

“Organizations hire coaches to work with people, whether individuals or teams, to facilitate shifts within the context of the organization’s culture to achieve extraordinary results.”

Survey by International Coach Federation (ICF) and Linkage, Inc.


International Coach Federation

“Professional coaching is an ongoing professional relationship that helps people produce extraordinary results in their lives, careers, businesses or organizations.

Through the process of coaching, clients deepen their learning, improve their performance and enhance their quality of life.”


International

Coach

Federation

Membership15,000 in 80

Countries

Moving Towards

ISO

Network4,006

Credentialed Coaches

Govern 164 Chapters

in 49 Countries

International Coach Federation

www.coachfederation.org


11 Coaching Competencies

Co-createthe

Relationship

FacilitateLearning

AndResults

Set the Foundation

CommunicateEffectively

• Establish trust and intimacy

• Be a coaching presence

• Create awareness

• Design actions• Plan and set

goals• Manage

progress and accountability

• Meet ethical guidelines and professional standards

• Establish the coaching agreement

• Listen actively• Ask powerful

questions• Communicate

directly


What Professional Coaches Do

Tap into the client’s agenda and vision Help client find answers Focus on client’s life

Goal settingOutcome creationPersonal change management


How Professional Coaches Work

Listen and observe Elicit solutions and strategies Believe the client is… Believe the coach’s job is… Provide feedback… Hold client responsible


Internal CoachesInternal Coaches

Practical and cost effective Leverage HR Reach all employees Share in-house expertise Train managers in coaching skills

Survey says…


External CoachesExternal Coaches

Provide sensitive feedback to senior business leaders

Maintain confidentiality Perceived as more objective Internal coaches devalued Too busy internally to coach

internally

Survey says…


A Coach is Not…

Manager Trainer Mentor Consultant Therapist


Manager or CoachManager or Coach

Relationship:Superior /

Subordinate

Focus: Achieve organizational

results

Relationship:Partnership

Focus: Support client agenda in finding answers

Manager Coach


Trainer or CoachTrainer or Coach

Expert

Approach: Linear learning

path

Focus: Curriculum and learning objectives

Equal

Approach: Less linear

Focus: Learn without set curriculum

Trainer Coach


Mentor or CoachMentor or Coach

Primarily guides from own

experience

Has specific industry or career

development

Occasionally guides from own

experience

May have specific industry or career

alignment

Mentor Coach


Consultant or CoachConsultant or Coach

Expert

Approach:Diagnose problem

and prescribe solution

Focus: Solve problems

Equal

Approach: Supply supportive,

discovery-based approaches and

framework

Focus: Cultivate solutions

Consultant Coach


Therapist or CoachTherapist or Coach

Expert

Approach: Fix the client

Focus: Past

Equal

Approach: Hold client whole

Focus: Present

Therapist Coach


Relationships Compared

Employee

Manager Trainer Mentor Consultant Therapist

Client Employee Client Client

Client Coach


FAQ: Benefits of CoachingFAQ: Benefits of Coaching

Improved individual performance Bottom line results Development for the next level

Raise confidenceSelf empowermentGoal achievementRelationship improvementRetention

Survey says…


Capital One Financial Services

“The good news from the study is that coaching programs can make a significant difference in overall organizational effectiveness by improving teamwork and ability to execute strategy.” Behavioral change, not culturalPositive performance, not remedial

issues

2004 Study cites…


Clear Coaching Key Findings

63% Increase perception50% Acquire new skill or improve an existing one50% Improve working relationships within team47% See others perspectives43% Applying some clarity to work life43% Increased motivation43% Performance improved40% Coached employee appears happier40% Enjoy a better atmosphere40% Growing into a new role37% Changing approaches to work situations20% Agreed upon goals were achieved

2007 Study cites…


We would hire a coach again.

“Delighted!”“Exceeded our expectations!”

We offer coaching as part of an employee package.

Opportunity to attract new employees?

Our sales or revenue increased when it wasn’t the goal of the coaching.

Fully understood the financial impact of coaching.

Opportunity to investigate metrics and track coaching performance?

Above the LineBelow the Line

93% 23%

10% 3%

2007 Study cites…


Reasons for Hiring Coaches

86% To develop leadership skills of high potential individuals

70% To correct behavioral problems at the management level

64% To improve the odds that newly promoted managers could be successful

59% To develop management and leadership skills among their technical people

59% To help leaders resolve interpersonal conflicts among employees

2002 Lore Research Institute Report cites…


Improvement Areas – Working Relationships

Percen

tage Im

pro

vemen

t

63%

67%

71%77%

Peers

Job Satisfaction

Clients

Benefit to Executives

61%37%

63%

37%Direct Reports

Immediate Supervisors

Teamwork

Study results…5.7x ROI


Improvement Areas

Percen

tage Im

pro

vemen

t

32%

48%

53%

Cost Reductions

Bottom Line Productivity

Benefits to Organization

22%23%

Productivity

Organizational Strength

Study results…5.7x ROI

Retention of Executives


Business Impact Study

“Almost three in ten (28%) claimed they had learned enough to boost quantifiable job performance – whether in sales, productivity or profits – by $500,000 to $1 million.”

When asked to provide a conservative estimate of financial benefits gained from coaching, a 2002 study cites:


Business Impact Study

“A large employer in the hospitality industry saved between $30 million and $60 million by coaching its top 200 executives.”

2002 Study cites…


2002 Manchester study of 358 organizations

2002 Merrill Anderson study on ROI of executive coaching

2002 Coachtree study of successful coaching engagements1000%

600%

500%

Three separate studies from 2002 provide insight into compelling ROI potential from coaching:

Cases of Compelling ROI


When is Coaching the Answer?

Called by executive to support Individual or teamStrategic initiative

Called by HR or OD to supportPerformance managementHigh potential individuals / teamsSuccession managementLeadership developmentTrainingNew employeesEmployee retention


QuestionThinkerQuestionThinker

•What’s wrong?•Who’s to blame?•How can I prove I’m right?•How can I protect my turf?•How can I be in control?•How could I lose?•How could I get hurt?•Why is that other person so clueless and frustrating?•Why bother?

•What works?•What am I responsible for?•What are the facts?•What’s the big picture?•What are my choices?•What’s useful about this?•What can I learn?•What is the other person feeling, needing, wanting?•What’s possible?

Judger Learner

Change Your Questions Change Your Life, Merilee Adams, PhD


Questions?

Veronica Wolfe, CPCC

www.eastbaycoaches.org

East Bay Coaches

ICF Chapter

www.thecoaches.com

Coaches Training Institute (CTI)

http://www.eastbaycoaches.org/

http://www.thecoaches.com/

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