The coaching profession began as a development process primarily for senior leaders. According to 43% of CCL’s white paper, “Creating Coaching Culture,” this remains the case today. Lower in the organization the prevalence of individual coaching drops. Only 28% of the respondents report mid-level managers receive coaching. The utilization of coaching drops to 20% for front-line supervisors.
At Haploos, we believe real culture change occurs when front-line workers and their leaders accept the change and become champions of it. Without them, organizational culture change will never happen. Furthermore, culture change will not occur if front-line leaders do not possess the ability to coach their employees to help them change behaviors and improve their performance.
Joy McGovern, in her article "Maximizing the Impact of Executive Coaching," reported the benefits of coaching:
- Improved relationships with direct reports (77%)
- Improved relationships with peers (63%)
- Better teamwork (67%)
- Increased job satisfaction (61%)
Organizational benefits included better:
- Productivity (53%)
- Quality (48%)
- Organizational strength (48%)
- Customer service (39%)
- Retention (32%)
So why don't people coach? According to 60% of the respondents, it’s because the purpose and expectations regarding a coaching culture are unclear.
Even though developing effective coaching skills takes time and practice, the payoff for the organization and its culture is well worth the effort. Managerial coaching has a stronger influence on front-line employee commitment to quality than formal training or rewarding. Coaching is also more cost effective than relying on massive incentives and rewards. Coaching skills have consistently shown to produce gains, innovations and accomplishments in individuals and the organization.
In 2005, Jeff Fettig, the CEO of Whirlpool, coached each of his direct reports monthly as well as four rising stars in the company. That year Whirlpool achieved $14.3 billion in revenue, up 10% from the previous year. The increase was largely attributed to the coaching program.
In scientific studies, the intensive use of continuous coaching was found to move individuals from the 50th percentile to the 93rd percentile on individual coaching objectives. Importantly, these gains were evident in a follow-up study one year later. A 3-day training intervention with managers increased manager productivity by 22%, but adding a one-to-one (8-week) coaching intervention after the training pushed productivity to 88%.
A case can be made that coaching is at least three times more effective than the typical training programs in producing results. Healthy organizations understand most employees have a strong desire to succeed. The best way to encourage and allow them to believe they can succeed is to give them clear direction, consistent feedback on how they are doing and access to coaching.
- Overcoming performance problems.
- Developing employee skills.
- Increasing productivity.
- Creating promotable subordinates.
- Improving retention.
- Fostering a positive work culture.
- Rekindle motivation in the project.
- Get back on track if they are having performance problems.
- Maximize individual strengths.
- Overcome personal obstacles.
- Achieve new skills and competencies.
- Prepare for new responsibilities.
- Manage themselves more effectively.
- Improved performance and productivity.
- Staff development.
- Improved learning.
- Improved relationships.
- Improved quality of life for individuals.
- More time for the manager.
- More creative ideas.
- Better use of people, skills and resources.
- Faster and more effective emergency response.
- Greater flexibility and adaptability to change.
- More motivated staff.
- Culture change.
- A life skill.