Research by the International Personnel Management Association
(IPMA)
Results of which were published in January 2001, concluded that
"ordinary training typically increased productivity by 22%,
while training combined with life coaching increased productivity
by 88%
Research by the Chartered Management Institute and Campaign
for Learning
"Coaching at Work". Results issued in a press release
dated 16th May 2002:
80% of executives say they think they would benefit from coaching
at work and dismiss the suggestion that coaching is just another
fad - Virtually all managers (96%) think coaching should be available
to every employee, regardless of seniority - 85% of managers say
the main value of coaching is in enhancing team morale - 80% of
managers value coaching for generating responsibility on the part
of the learner
Research by The Lifecoaching Company - "Coaching
Today Survey".
Research took place at the HRD Show in London in April 2002,
respondents all HR professionals.
- 86% held very positive views on coaching
- 86% of respondents' organisations have offered coaching at
one time or another and coaching is CURRENTLY taking place in
over one third (36%) of organisations
- Respondents feel that coaching achieves the following desired
outcomes:
- A positive impact on other aspects of participants' lives,
both at work and outside the workplace (96%)
- A feeling amongst participants of ownership of the issues
and the outcomes (85%)
- Evidence of learning being put into practice (71%)
- Readily-quantifiable and positive results, often demonstrated
on the company's "bottom-line" over the long term
(62%)
TOP 4 words associated with COACHING (from a given list) were:
- Supportive (98%)
- Empowering (82%)
- Holistic (80%)
- Inspirational (77%)
TOP 3 words associated with TRAINING (from the same given list)
were:
- Prescriptive (71%)
- Rigid (70%)
- Intimidating (50%)
HR Survey 2002
LEE HECHT HARRISON surveyed 488 Human Resource professionals
to learn how coaching is being used in their organisations.
Companies are increasingly turning to coaching for leadership
development, style issues and talent retention, so it makes sense
that 55% of respondents said that their organisation uses coaching
as a one-on-one process intended to maximize management and leadership
potential and 54% do so to change behaviours. A surprising number
of respondents indicated that their organisation uses coaching
for personal/psychological counselling (36%), advice on appearance
or attire (13%) or preparation for a major speech or presentation
(11%).
- Michigan-based Triad Performance Technologies, Inc.
studied and evaluated the effects of a coaching intervention
on a group of regional and district sales managers within a large
telecom organization.
The third party research study cites a 10:1 return on investment
in less than one year. The study found that the following business
outcomes were directly attributable to the coaching intervention:
Top performing staff, who were considering leaving the organization,
were retained, resulting in reduced turnover, increased revenue,
and improved customer satisfaction. A positive work environment
was created, focusing on strategic account development and higher
sales volume. Customer revenues and customer satisfaction were
improved due to fully staffed and fully functioning territories.
Revenues were increased, due to managers improving their performance
and exceeding their goals.
- Emotional Intelligence, Coaching and the Bottom Line
An analysis of more than 300 top-level executives from fifteen
global companies showed that six emotional competencies distinguished
star players from the average: Influence, Team Leadership, Organizational
Awareness, Self-Confidence, Achievement Drive, and Leadership
(Spencer, L. M., Jr., 1997).
The higher one goes in organizational hierarchy, the more one's
emotional intelligence distinguishes the star performers. Currently,
organizations are looking to recent work on emotional intelligence
to augment approaches to executive and management development.
One study involved a leadership competence model developed by
Lyle Spencer for a $2 billion industrial controls division of
Siemens. When star performers were compared to average managers,
four competencies of emotional intelligence emerged as the unique
strengths of the stars. Not a single one of them related to technical
or purely cognitive strengths.
The following four abilities distinguished those managers who
were star leaders, that is, those whose growth in revenues and
return on sales put their performance in the top 10 to 15 percent:
1) The drive to achieve results
2) The ability to take initiative
3) Skills in collaboration and teamwork
4) The ability to lead teams
Then, with a clear idea of which competencies to target, another
pool of managers was trained to cultivate these four strengths.
They became familiar with and were evaluated on each competence,
and they set goals for improving them.
The results was an additional $1.5 million profit, double
of that of a comparison group who had no training.
What this means is a clear case for development of the thinking
and behaviors that strengthen emotional intelligence. Being able
to identify and define such competencies is now easily accessible
through 360-degree surveys such as Leadership Styles (available
through Leadership Advantage).
Coaches can facilitate the effective delivery of feedback given
to persons from their peers, subordinates, supervisors and even
from family members who are invaluable sources of information.
One of the most effective ways of accessing greater emotional
competency is through coaching. Coaching helps develop sound leadership,
outstanding interpersonal practices and the ability to manage
organizational conflicts. Coaching is about creating the capacity
for appreciative and supportive interaction that leads to greater
achievement of business results.
Linda Konstan, LMK Associates Denver CO
