1.3 - Present the case for using coaching or mentoring to benefit individuals and organisation performance
Making the case for coaching: Does it work?
Jessica Jarvis (cipd – Chartered Institute of Professional Development)
• Nine out of ten organisations use coaching by line managers
• Two out of three organisations use external coaches
• 84 per cent regard coaching by line managers as ‘effective’ or ‘very effective’
• 92 per cent judge coaching by external practitioners to be effective.
% who agreed
Coaching can deliver benefits to both individuals and organisations
Coaching is an effective way to promote learning in organisations
Coaching and mentoring are key mechanisms for transferring learning from training courses back to the workplace
When coaching is managed effectively it can have a positive impact on an organisation’s bottom line
But, some large issues remain …
• Few organisations have a strategy
• Only 5 per cent claim to have ‘all’ their line managers trained to coach
• Very little evaluation is taking place
• Confusion over terminology and standards Unless coaching is managed and designed effectively, the results may not measure up to expectations.
A one-to-one developmental intervention supported by the organisation and provided by a colleague of those coached who is trusted to shape and deliver a program yielding individual professional growth’ (Frisch, 2001)
Conditions for effective coaching
• An appropriate culture is vital
• A coaching culture?
• CIPD (2004)
• Buy-in of senior management
• Committed and motivated managers who were rewarded for coaching
• Adequate resources
• Encouragement and support for learning
• Understanding of employee preferences
• Clear strategic intent
See below for more on the ROI of coaching.
How can we measure the return on the investment in coaching?
Some typical coaching scenarios.
1. increasing self-awareness
2. effective communication and negotiation
3. managing conflict
4. managing time and energy
Moving to a new role
1. the first 100 days in the new role
2. developing a presence
3. managing personal impact and credibility
1. influencing at all levels
2. exploring future possibilities
3. shaping roles
4. recovering from a derailment
1. preparing for a change in the work
2. the impact of the change on your role
3. the impact on your direct reports
4. being a change agent
1. dealing with challenging people
2. providing appropriate leadership
3. coaching team members
4. managing performance
Within each scenario are many possible attitudes, approaches and behaviours that can be addressed by the coach and coachee. Merrill Anderson describes a coach’s work as “creating insights that lead to meaningful actions that release potential in people and the organisation.” Those meaningful actions can be observed, examined and measured.
Common questions and misconceptions about coaching.
1.1 - Context, definition and difference
1.2 - Barriers to using coaching
1.3 - The case for coaching
2.1 - Knowledge, skills and behaviour
2.2 - Effective communication
2.3 - Responsibilities to manage relationships
3.1 - Review a model or process
3.2 - Rationale for contracting
3.3 - Exploring expectations and boundaries
3.4 - Rationale for supervision
4.1 - Review elements required for integrated coaching
4.2 - Analyse how benefits evaluated