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Installing a coaching culture to deliver business results
At Inspire Development and coaching we are clear and perhaps even a little evangelical about the benefits of executive coaching. Numerous research projects have consistently shown ROI figures in excess of 600%. For example:
o A study by MetrixGLobal LLC showed an overall ROI of 788%
o Research undertaken by Joyce in 2005 showed an ROI of 689%
o Results published in 2005 by Mary Beth O’Neil showed ROI ranging from 6 to 10 times the initial outlay
In our experience, however, it is the qualitative benefits of coaching, although harder to quantify in ROI terms, that really deliver superior business results. These benefits typically include:
o Improved productivity, quality, customer service and shareholder value
o Greater commitment from managers and leaders
o Retention of key people who feel valued
o Focused action / change around key business / individual issues
o An improved coaching culture
o Breakdown of any silo mentality
o Greater strategic awareness
There are times when such coaching absolutely needs to be delivered by an experienced, external executive coach. For each of these critical situations, however, there are scores of situations where the coaching support can be, and indeed should be, delivered internally by a suitably trained manager. Not only is this a cheaper option, it also embeds the skills in the organisation in a way that employing an external “expert” does not.
So why on earth should already overloaded leaders and managers taking on the additional responsibility of acting as a coach?
In our view, if coaching is not a core leadership and management capability, we do not know what is.
The popular model of leader as transformational hero simply encourages followers to sit aback and wait for the leader to deliver or derail, cynically aware of the rapid succession of failed hero leaders that they have been subjected to in the past and not expecting the new model to be any different.
Equally, the command and control model is no longer, if it ever was, appropriate. To Quote James Flaherty (2005):
“Command and control organisations are based on the premise that power and knowledge hierarchy is the most effective way of structuring an organisation. People at the top make the decisions and people further down implement those decisions, changing them as little as possible. The process is slow, expensive, and has at its core belief that people cannot be trusted and must be closely monitored. As long as these beliefs are in place any organisation will have tremendous difficulty flourishing in today’s world.”
Against these failed models, we would contrast that of leader / manager as coach. This model of leadership is based on the idea that a business is a shared and collective enterprise that gives people responsibility and accountability. In doing so, it must engage hearts and minds through dialogue and shared action. Organisations need many leaders rather than the few. If not, formal leaders get burdened and slowed down by the weight or responsibility, whilst others wait to be told what to do and what to think.
The research findings
These views were back up by a recent intensive review of the latest research on leadership development that we undertook and published earlier this year.
Two of our key findings are particularly relevant to our current exploration of the role and value of installing a coaching culture.
First, we found that the principle of transformational leadership is consistently criticised as being more about personal ego than business need. The picture on an effective leader painted here is that of a quiet, humble person acting with a calm and persistent determination. To quote Collins (2001): “Effective leaders manifest humility. They routinely credit others, external factors and good luck for their companies’ success. But when results are poor they blame themselves. They also act calmly, quietly and determinedly – relying on inspired standards, not inspiring charisma, to motivate.”
Secondly, the leader is now much more likely to be described as someone who delivers results through relationship and his / her ability to connect with others. It is this quality of relationships combined with the resultant collective sense of energy and urgency that delivers results. Prentice (2004) states: “Effective leaders take a personal interest in the long term development of their employees, they use tacit and other social skills to encourage employees to achieve their best. It isn’t about being “nice” or “understanding” – it’s about tapping into individual motivations in the interest of furthering an organisation wide goal.”
In other words, effective leadership and a coaching centred approach are seen as virtually synonymous.
In this view of the world the manager / leader is expected to develop people and to encourage self development, enhancing their self confidence, building their personal resourcefulness and tapping into their values. The picture painted is of someone who empowers others through devolving leadership. It means delivering bottom line results, leading innovation and change, and enhancing performance by working with their people rather than doing things to them. It means seeing themselves in the middle, connected to and engaged with their people, not just at the top.
All that you will need to know to get started
In this short series of articles on the subject of installing a coaching culture, we will focus on providing practical and pragmatic advice, information and guidance. In doing so, we will progressively cover the following topics:
o What is coaching?
o The difference between internal and external coaching
o The characteristics of a good coach
o The benefits of coaching
o Strengths and weaknesses relative to other developmental methodologies
o Different approaches to coaching
o Coaching and learning
o Coaching as stretch and challenge
o Elements of coaching
o The underlying skills of coaching
o Frameworks for coaching
o Developing a coaching culture
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