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The benefits of internal coaching
Having introduced a simple but rigorous internal coaching programme, organisations quickly find that it becomes the trigger and starting point of a broader “culture change” towards a more empowering and less directive management style. Indeed, if properly introduced, many unintended beneficial consequences arise through the growth of dialogue and communication around key themes. Much recent research has show that successful change initiatives almost always start by changing the nature, number and subject matter of both formal and informal conversations, and internal coaching is recognised as a key contributing factor to such a change.
Save cash
On a more pragmatic level, coaching is quite simply one of the most cost effective development methodologies available. If undertaken correctly, real work is being carried out at the same time as learning is taking place. A hands-off coaching approach stimulates commitment, independence and innovation in staff at all levels. Equally, it provides instant feedback about the employee’s performance, and therefore accelerates the learning and improvement process.
Compared to off the job training courses, coaching reduces both external costs (fees and expenses) and internal costs (a team member being absent): every leader and manager becomes a “learning provider” on the job.
Build confidence
As well as the financial gains relative to training, those who benefit from coaching demonstrate greater independence, ownership of the process and self confidence. They also profit from learning tuned to their own needs and learning style, broader skills, help with real problems and a greater sense of achievement. Another common spin off is a growing respect for and trust of the manager.
Once the process has been underway for some time, employees typically demonstrate increased motivation, greater job satisfaction and better self awareness. All of this results in faster learning and development, a sense of value within the organisation and improved knowledge of the formal and informal structure of the company.
Creating a working alliance
It is not just the learner who gains, coaching is a genuinely two way process, a working alliance. As such, the managers gains are considerable, including more motivated employees, better use of their time, more value from formal programmes, more flexibility and openness to change, more ideas and initiatives from “below”, less confrontation and fewer surprises.
There are also more personal benefits. The coach learns to enhance their vital leadership skills of listening, attending, questioning and giving feedback. Coaching provides the leader with a chance to reflect on their own behaviour and practices, and to see everyday problems from a different perspective.
Clients tell their story
In speaking recently to a senior executive who has been coaching three individuals in her organisation over a period of months, it was apparent she had gained confidence in the value of her accumulated expertise. She specifically highlighted the surprising benefit of being able to pick up new and current attitudes. Other very personal benefits that she acknowledged included the stimulation of new ideas and enthusiasm, an opportunity to question her own views and values and, for her perhaps most importantly, a way of “leaving a legacy” in the organisation.
Talking to the HR Director of the same organisation, it was clear that he was convinced of the benefits to the organisation. Amongst those that he considered to be of real value he included: enhanced communication, reduced turnover and increased productivity. He is also convinced that it stimulated innovation and creativity, eased succession planning, helped culture change and provided a mechanism for sharing wisdom, knowledge and effective practices.
For the chief executive, the benefits were that employees showed less inclination to expect to be micro managed, to be told what to do, to be given answers and solutions, to have an easy ride or receive favours. Instead they were proactive, engaged, passionate about what they did and more prone to productively challenge those above them in the organisational structure. Quite simply, the energy level and sense of urgency around the organisation had increased markedly.
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