Beginners Guide to TikTok for Search - Rachel Pearson - We are Tilt __ Bright...
The Future of Coaching
1. REDEFINING THE EXPERIENCE AND
PROMISE OF EXECUTIVE COACHING
BY NATALIYA ADELSON, PH.D. & JONATHAN KIRSCHNER, PSY.D.
2. AIIR Consulting creates business results
for organizations by increasing the
performance of leaders. AIIR’s services
include Executive Coaching, Team
Effectiveness, Leadership Pipeline
Development, Talent & Culture Advisory,
and Talent Development Technologies.
To learn more, visit us at
www.aiirconsulting.com
3. The World has changed
In this era of economic uncertainty and
disruptive innovation, leaders have come to
expect nothing and to over-prepare for
everything, in anticipation of the unknown.
Since the 1980s, the speed of technological
innovation, proliferation of new technologies,
and declining costs of transportation have
hastened us toward a borderless world. At the
click of a button, leaders, teams, and
organizations can connect across the world,
making the challenges of geography and
distance irrelevant. More recently, the
functionality of mobile devices and the rapid
evolution of apps have allowed individuals to
access work continuously and fluidly,
unencumbered by the traditional boundaries of
the nine-to-five workday. The ubiquity of the
Internet also faces us with an exponential influx
of information. As business supply chains grow
more global yet more interconnected, leaders
and executives increasingly harness the power
of technology to create new products and
services, achieve greater operational efficiency
and speed, and reduce costs.
As of 2015, Millennials represented just over
34% of the US labor market, followed in turn
by Generation X (~ 34%) and Baby Boomers
(29%). If initial forecasts are any indication, the
influx of Millennials is just getting started. By
the year 2025, Millennials will account for
approximately 75% of the US workforce. Each
generational shift to date has heralded a
fundamental set of values and beliefs distinct
from those of the previous generation. Baby
Boomers and Generation Xers, for example,
prefer vertical hierarchies with high power
distance, whereas Millennials value
interdependence and collaboration, reflected in
flat organizations with low power distance.
The largest segments of today’s workforce,
Millennials and Generation Xers, both value
freedom in their work schedules and the ease
of collaboration and information sharing
offered by technology. With a growing
segment of contingent, part-time, and virtual
workers, companies have completely
revamped the traditional workforce paradigm.
The constraints of physical location and time of
day are increasingly minimized and office
bound, nine-to-five workdays are being
replaced by more flexible workplace policies.
The ability to connect anytime and anywhere
to dialogue, share information, and collaborate
on projects has become the reality of daily
work routines.
68 W. Lodges Lane
Bala Cynwyd, PA 19004
T: 484-224-9069
F: (215)-337-4939
E: contact@aiirconsulting.com
ASSESSMENT INSIGHT IMPLEMENTATION REINFORCEMENT
www.aiirconsulting.com
REDEFINING THE
EXPERIENCE AND
PROMISE OF EXECUTIVE
COACHING
4. Executive Coaching: The
Path to Progress
Virtual coaching, which emerged in the 2000s,
is defined as a “formal one-on-one”
relationship between a coach and a client, in
which the client and coach collaborate using
technology to assess and understand the
client and his or her leadership development
needs, to challenge current constraints while
exploring new possibilities, and to ensure
accountability and support for reaching goals
and sustaining development (Ting & Hart
2004, p. 116). The popularity of virtual
coaching is reflected in the multiple studies
undertaken to measure its prevalence and
efficacy. The evidence supports what most
coaches knew all along: that virtual coaching
can be as effective
as traditional face-
to-face coaching.
In the beginning,
virtual coaching
was conducted by
telephone.
According to a
2009 ICF research
report, telephone-
based coaching
constituted 47% of all coaching sessions.
Since then, the use of the telephone in
coaching has continued to rise, and today
many coaching practices are built exclusively
around phone delivery. While the cost
effectiveness and availability of phone
coaching are obvious, there are limitations.
The absence of a visual connection and the
inability to discern non-verbal cues and
gestures during telephone sessions limit the
coach’s ability to access and diagnose the
coachee’s emotional states. The client, in turn,
receives incomplete sensory input when the
coach provides feedback during a session.
Leaders and executives with visual
informational processing and learning
preferences thus find phone-based coaching
less than optimal. Studies have shown that
that 55% of communication input is due to
body language (Mehrabian & Wiener 1967 and
Mehrabian & Ferris 1967), bolstering the case
for the importance of visual communication.
The Evolution of Coaching
Technology
With the proliferation of new communication
technologies, virtual coaching options have
also expanded, enriching the depth of
communication options
available to executive
coaches and their clients.
The most prominent shift
has been the inclusion of
visual pathways through
consumer-based video
conferencing technologies
such as Skype, ooVoo,
Google Hangouts, and
most recently FaceTime.
These video conferencing
technologies introduced visual feedback into
the practice of virtual coaching and provide a
deeper relational experience. While this
presents a considerable advance from
telephone-based coaching, consumer-based
video conferencing has its own limitations.
Jitter (video choppiness due to an irregular
flow of electronic packets), audio/visual latency
(delays in the transmission of electrical
packets), echo, and degraded resolution tend
to diminish user experience. Feature overload
68 W. Lodges Lane
Bala Cynwyd, PA 19004
T: 484-224-9069
F: (215)-337-4939
E: contact@aiirconsulting.com
ASSESSMENT INSIGHT IMPLEMENTATION REINFORCEMENT
www.aiirconsulting.com
The absence of a visual connection
and the inability to discern non-
verbal cues and gestures during
telephone sessions limit the coach’s
ability to access and diagnose the
coachee’s emotional states. The
client, in turn, receives incomplete
sensory input when the coach
provides feedback during a session.
5. on some of the interfaces further distracts from
a clear, real-time connection experience by
offering tangential “tools.”
Telepresence technology uses HD video
conferencing technology to offer greater audio-
visual clarity than Skype and similar platforms,
and a real-time connection that allows for a
truly immersive experience during a coaching
session. This is made possible by the “media
richness” or breadth of sensory engagement,
which in turn enables a deep emotional
connection accompanied by a synchronous
information exchange between coach and
coachee. Telepresence-based executive
coaching thus simulates for participants the
impression of physical presence despite being
in different locations. Not only does
telepresence-based coaching provide a rich
and satisfying client experience, it is more
economical, eco-friendly, and practical, as
well. Most importantly, the virtual connection
created by telepresence technology allows for
the formation of trust between coach and
coachee – a key requirement for effective
coaching engagement and its accompanying
behavioral change.
Because it uses device-agnostic technology,
telepresence coaching eliminates the need to
set up a separate meeting or take the time to
meet with a coach in a separate conference
room. Rather, the client can access coaching
sessions on the same laptop or iPad that is
used to perform other tasks, allowing for the
seamless integration of executive coaching
into the client’s routine. This change in the
mode of delivery further helps coaches to
reduce resistance to the coaching process by
making it an organic part of the workday. The
overarching goal of telepresence coaching
technology is to create a real-life experience of
68 W. Lodges Lane
Bala Cynwyd, PA 19004
T: 484-224-9069
F: (215)-337-4939
E: contact@aiirconsulting.com
ASSESSMENT INSIGHT IMPLEMENTATION REINFORCEMENT
www.aiirconsulting.com
Telepresence Coaching from a tablet, PC or a VTC room system
6. coaching, provide ease-of-access, reduce
disruption to the flow of work, and reduce the
costs associated with face-to-face coaching
for individual executives and their teams.
Technological advances are also providing
coaches and their clients with new ways to
harness and organize information. For
example, asynchronous means of
communication like email and text messages,
which occur over time, rather than being
instantaneous, can be used to follow-up or
“check-in” between coaching sessions. Email-
and text-based communication thus can
enrich and bolster the continuity of
development between sessions. This helps to
deepen the learning process and increase the
probability of sustained behavioral change by
bolstering the conversion of short-term
memory into habitual, long-term memory.
Enter the Coaching Zone™
Today’s business leader lives and works in an
age of hyper-connectivity with access to a
constant flow of
information. Immersive
telepresence, short text
conversations, email
dialogue, and content-
sharing all contribute to
executive coaching;
however, the concurrent
use of so many avenues
for communication can also create information
fragmentation and overload, through the
existence of multiple logins and locations for
information storage, for example.
AIIR Consulting designed the Coaching
Zone™ to centralize these various types of
synchronous and asynchronous
communication modalities. With the Coaching
Zone™, coach and client can both log in to a
shared, confidential, cloud-based platform
from any computer or device. Once there,
clients can go straight to their coaching notes
to view a summary of their last session, chat
with their coach via text, or launch a
telepresence session, all in the same
environment. The Coaching Zone™ goes
beyond the expected “media” platform by
offering both coach and coachee additional
capabilities, such as real-time collaboration
and document sharing. The availability of these
“productivity tools” is invaluable to corporate
executives, who are used to having the latest
technology at their
fingertips to support
the achievement of
business objectives
and to communicate
with their teams. The
end result is
streamlined, immersive,
and life-like executive
coaching, which once experienced cannot be
easily forgotten.
68 W. Lodges Lane
Bala Cynwyd, PA 19004
T: 484-224-9069
F: (215)-337-4939
E: contact@aiirconsulting.com
ASSESSMENT INSIGHT IMPLEMENTATION REINFORCEMENT
www.aiirconsulting.com
AIIR Consulting designed the
Coaching Zone™ to centralize
these various types of synchronous
and asynchronous communication
modalities.
7. The Future of Coaching
The most advanced coaching platforms available today – like The Coaching Zone™ – streamline
the complementary modalities of synchronous and asynchronous communication, so that business
leaders have a rich, immersive experience that is congruent with twenty-first-century operating
styles and needs. This has created immense efficiency and cost savings, while at the same
bolstering coaching outcomes by accelerating development. This is the cutting edge of coaching
today, but where will future technologies take executive coaching tomorrow?
We predict that five trends in technology will mature and enhance the evolution and impact of
executive coaching:
1. Virtual Reality (VR): In VR-based executive coaching, a real
executive coach will use his or her avatar to coach, deliver
feedback, or in some way “interact” with a coachee. As with all
things virtual, the VR-based coaching will not happen in a real
business setting but will take place in a virtual reality.
2. Internet of Things: Sensors in our watches, clothes, and
various mobile devices will provide health data, biofeedback, and
relevant analytics that will guide the pursuit of attaining sustained
high performance.
3. Big Data Analytics: New technology will enable us to take all
the data we collect on ourselves, our teams, and our
organizations, and harness this information to achieve a stronger
competitive advantage. IBM’s Watson computer is a good
example of what Big Data Analytics can do.
68 W. Lodges Lane
Bala Cynwyd, PA 19004
T: 484-224-9069
F: (215)-337-4939
E: contact@aiirconsulting.com
ASSESSMENT INSIGHT IMPLEMENTATION REINFORCEMENT
www.aiirconsulting.com
1
2
3
8. 4. Automation: Most of us have met them by now. Known as
the “chatbots” or just “bots,” they are the new automated
agents popping up in the user interface universe and making
their way into health, hospitality, IT customer support, and other
industries. Can bots do better than a customer support
representative or a health counselor? The answer depends on
the complexity of the task. In situations where information is
shared or algorithm-based problem solving is concerned, the
bots seem to be gaining recognition.
5. Artificial Intelligence: New advancements in AI will give
today’s bots more “personality” and broaden the range of their
capabilities. One wonders if bots will one day be able to replace
executive coaches. Since coaching is not “linear,” but rather a
highly creative activity akin to an art, based on a combination of
scientific knowledge and business experience, it may take a
while before AI-equipped “coaches” become as good as
humans.
We live in a world of rapidly evolving technologies that continuously influence the way we work,
pushing our systems to become better, faster, and cheaper. With global coaching providers such
as AIIR Consulting championing the cause, business leaders, executive coaches, executive
leaders, and HROs are well positioned to benefit from the rapid innovation of disruptive technology.
We are just beginning to understand the dynamics of human-computer interaction and some of the
risks involved in fully outsourcing simpler types of coaching to AI in a not-so-distant future.
However, in today’s world of ceaseless change and innovation, one constant is high-performance
leadership. Executive coaches must adapt and push the limit on everything we know while staying
focused on the timeless principles of creating sustained behavioral change. The future is now!
References
Ahrend, G., F. Diamond, and P. Gill Webber. 2010. “Virtual Coaching: Using Technology to Boost
Performance.” Chief Learning Officer 9: 44-47.
Andert, D. 2011. “Alternating Leadership as a Proactive Organizational Intervention: Addressing the
Needs of the Baby Boomers, Generation Xers and Millennials.” Journal of Leadership,
Accountability and Ethics 8/4: 67.
68 W. Lodges Lane
Bala Cynwyd, PA 19004
T: 484-224-9069
F: (215)-337-4939
E: contact@aiirconsulting.com
ASSESSMENT INSIGHT IMPLEMENTATION REINFORCEMENT
www.aiirconsulting.com
5
4
9. Corbett, Karl. 2016. “How Coaches Connect: Results from the 11th Annual Executive Coaching
Survey.” Choice: The Magazine of Professional Coaching 14/2.
Debrah, Yaw A and Ian G. Smith. 2000. Globalization, Employment and the Workplace: Responses
for the Millennium.” MRN Management Research News 23/ 2-4; 1-106.
de Haan, Erik, A. M. Grant, Y. Burger, and P. Eriksson. 2016. “A Large-Scale Study of Executive
and Workplace Coaching: The Relative Contributions or Relationship, Personality Match, and Self-
Efficacy.” Consulting Psychology Journal. 68/3: 189-207.
Douglas, A., B. Lubbe, and I. Fabris-Rotelli. 2013. “Travel or Technology? Business Factors
Influencing Management Decisions.” South African Journal of Economic and Management
Sciences 16/3: 279.
Ferri-Reed, J. 2014. “’Millennializing’ Your Work Culture.” The Journal for Quality and Participation.
37/1: 21.
Geissler, H., M. Hasenbein, S. Kanatouri, and R. Wegener. 2014. “E-Coaching: Conceptual and
Empirical Findings of a Virtual Coaching Programme.” International Journal of Evidence Based
Coaching and Mentoring. 12/2: 165-86.
Hernez-Broome, Gina and Lisa A. Boyce, Eds. 2011. Advancing Executive Coaching: Setting the
Course for Successful Leadership Coaching. San Francisco: John Wiley & Sons.
Holt, S., J. Marques, and D. Way. 2012. “Bracing for the Millennial Workforce: Looking for Ways to
Inspire Generation Y.” Journal of Leadership, Accountability and Ethics 9/6: 81-93.
Jaumotte, F., S. Lall, and C. Papageorgiou. 2013. “Rising Income Inequality: Technology, or Trade
and Financial Globalization.” IMF Economic Review 61/2:271-309.
Kinlaw, Dennis C. 1996. “Coaching” In Kinlaw, Dennis ASTD Trainer’s Sourcebook, New York:
McGraw-Hill.
Lee, E. and M. Vivarelli. 2006. “The Social Impact of Globalization in Developing Countries.”
International Labor Review 145/3:167-180.
McLaughlin, Moira. 2013. “Less is More: The Executive Coach’s Experience of Working on the
Telephone.” International Journal of Evidence Based Coaching and Mentoring, Issue 7.
Woods, K. 2016. “Organizational Ambidexterity and the Multi-Generational Workforce.” Journal of
Organizational Culture, Communications and Conflict 20/1: 95-111.
68 W. Lodges Lane
Bala Cynwyd, PA 19004
T: 484-224-9069
F: (215)-337-4939
E: contact@aiirconsulting.com
ASSESSMENT INSIGHT IMPLEMENTATION REINFORCEMENT
www.aiirconsulting.com
