Edinger -Bringing science to the art

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Bringing Science to the Art of Coaching

Scott Edinger

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  • Data from a large oil company; 1884 leaders included in dataset
  • Data from large informational services organization; 1012 leaders included in dataset
  • Data from a large information services company; dataset includes 1012 leaders
  • Data from large oil and energy organization; 1884 leaders included in dataset. Note: very similar pattern existed for informational services company and dataset examined there.
  • Edinger -Bringing science to the art

    1. 1. Bringing Science to the Art of Coaching Scott Edinger Vice President of Sales Zenger Folkman August 2, 2011 © 2007 – 2009 Zenger Folkman Company. All Rights Reserved. ZFCo.Webinar.BSTTAOC Rev 03.12.09
    2. 2. Polling Question <ul><li>Please check all that apply: </li></ul><ul><ul><li>Our organization uses external coaches for executives </li></ul></ul><ul><ul><li>We use external coaches for “special cases” </li></ul></ul><ul><ul><li>We use external coaches at all levels </li></ul></ul><ul><ul><li>Managers are doing all coaching </li></ul></ul><ul><ul><li>We use peer coaching </li></ul></ul>
    3. 3. Big Surge in Coaching During Past Decade <ul><li>Huge growth in frequency of coaching, especially for executives </li></ul><ul><li>More external coaches </li></ul><ul><li>Increased use of internal coaches </li></ul>
    4. 4. A Definition of Coaching <ul><li>Coaching is a broad skill set that can be used in many applications, including: </li></ul><ul><li>Performance Coaching </li></ul><ul><li>Career Coaching </li></ul>Coaching includes all activities which help improve current performance and/or build future capability.
    5. 5. Does Coaching Really Make a Difference? <ul><li>Data from 250,000 multi-rater feedback instruments shows the impact of coaching on various “outcome” measures </li></ul><ul><li>We have extensive data on “employee commitment” </li></ul>
    6. 6. Coaching Effectiveness vs. Employee Engagement and Commitment Employees whose managers are more effective at coaching express more satisfaction and commitment. Employee Commitment Percentile Coaching Effectiveness Percentile
    7. 7. Coaching Effectiveness vs. Effort % of Employees Putting in Great Effort Employees indicated the extent that the company “inspires me to put forth a great deal of effort every day.” Coaching Effectiveness Percentile
    8. 8. Coaching Effectiveness vs. Intention to Stay % of Employees That “Think about Quitting” Employees indicated the extent that they “think about quitting” their current job. Coaching Effectiveness Percentile
    9. 9. Coaching Effectiveness vs. Going the Extra Mile % of Employees Willing to “Go the Extra Mile” Employees indicated the extent to which the work environment is a place where they want to “go the extra mile.” Coaching Effectiveness Percentile
    10. 10. Coaching Received vs. Supervisor Performance Overall, I feel my immediate supervisor is doing a good job (Mean Score) Employees who receive coaching and feedback rate their supervisors much more positively I receive the needed coaching and feedback about my performance
    11. 11. What Holds Coaching Back? <ul><li>Expense </li></ul><ul><li>Scalability </li></ul><ul><li>Measurement </li></ul><ul><li>Lack of consistency </li></ul><ul><ul><li>It is currently an art form </li></ul></ul><ul><li>(Each of the above barriers must be overcome if coaching is to meet its full potential) </li></ul>
    12. 12. Polling Question <ul><li>What grade would you give the managers in your organization on the coaching they provide: </li></ul><ul><ul><li>“ I” – Incomplete – they just don’t do it! </li></ul></ul><ul><ul><li>“ D or F” – They do it so poorly it hurts more than helps </li></ul></ul><ul><ul><li>“ C” – Average coaching – helpful </li></ul></ul><ul><ul><li>“ B” – Good coaching – having an impact </li></ul></ul><ul><ul><li>“ A” – Extraordinary coaching – making a significant difference </li></ul></ul>
    13. 13. Learning from Other Disciplines <ul><li>For business organizations coaching is a tool </li></ul><ul><li>Not reason for our existence </li></ul><ul><li>It is for certain professions </li></ul><ul><ul><li>Counseling </li></ul></ul><ul><ul><li>Social work </li></ul></ul><ul><ul><li>Psychotherapy </li></ul></ul><ul><li>Despite obvious differences, is it possible that we could learn from them? </li></ul>
    14. 14. Other Professions <ul><li>Objective is personal change </li></ul><ul><li>Work with large populations </li></ul><ul><li>Conduct research on outcomes </li></ul>
    15. 15. Three Interesting Bodies of Research <ul><li>Prochaska’s theory of change </li></ul><ul><li>Motivational Interviewing, Miller and Rollnick </li></ul><ul><li>Duncan and Miller ( www.talkingcure.com ) Bringing science to therapy </li></ul>
    16. 16. Stages of Change Model (Dr. James Prochaska) <ul><li>Stage 1: Pre-contemplation </li></ul><ul><li>Stage 2: Contemplation </li></ul><ul><li>Stage 3: Preparation </li></ul><ul><li>Stage 4: Action </li></ul><ul><li>Stage 5: Maintenance </li></ul><ul><li>Stage 6: Relapse </li></ul>
    17. 17. Prochaska’s Discovery <ul><li>Success = moving incrementally </li></ul><ul><li>Failure = expecting big leaps </li></ul><ul><li>Implications for the practice of coaching? </li></ul>
    18. 18. Some Implications of the Stages of Change Model Stage of Change Coaching Focus 1. Pre-contemplation <ul><li>Invite the individual to begin thinking about change. </li></ul>2. Contemplation <ul><li>Help the individual to examine the costs and benefits to change. </li></ul>3. Preparation <ul><li>Address the barriers to full-fledged action. </li></ul>4. Action <ul><li>Help plan the path of action. </li></ul><ul><li>Provide generous praise and admiration for steps taken. </li></ul>5. Maintenance <ul><li>Help monitor progress and hold the individual accountable. </li></ul><ul><li>Continue to praise. </li></ul>6. Relapse <ul><li>Focus on the successful part of the plan. </li></ul><ul><li>Promote problem solving and encouragement. </li></ul><ul><li>Re-engage efforts toward realistic goals. </li></ul>
    19. 19. The Book Motivational Interviewing Summarizes Extensive Research: <ul><li>Summarizes findings from Carl Rogers, Thomas Gordon, Milton Rokeach and Daryl Bem. </li></ul><ul><li>Coaching is a form of motivational interviewing </li></ul>
    20. 20. Conclusions About Successful Motivational Interviews <ul><li>Collaboration </li></ul><ul><ul><li>versus Confrontation </li></ul></ul><ul><li>Evocation (seeking ideas and insights from the person) </li></ul><ul><ul><li>versus Education </li></ul></ul><ul><li>Autonomy (the right and capacity for self-development) </li></ul><ul><ul><li>versus Authority </li></ul></ul>
    21. 21. <ul><li>Implications for coaches? </li></ul><ul><li>*(go to www.talkingcure.com) </li></ul>Duncan and Miller On What Makes Therapy Work* Extra-therapeutic (all the things going on in the person’s private life outside of therapy) 40% Relationship with counselor (coach) 30% Hope, expectation or placebo effect 15% Structure, model or techniques used 15%
    22. 22. Other Lessons from Duncan and Miller’s Work <ul><li>Labels do not help </li></ul><ul><li>Focus on changes in people’s lives </li></ul><ul><ul><li>What’s happening on better days? </li></ul></ul><ul><ul><li>When do things go well? </li></ul></ul><ul><ul><li>What makes things get better? </li></ul></ul><ul><li>Greatest change occurs between sessions, not during them </li></ul><ul><ul><li>(What is the translation to business coaching?) </li></ul></ul>
    23. 23. Polling Question <ul><li>To what degree do you believe coaching would benefit from being made more formal? For example, should the session with the manager and employee be scheduled and labeled as a “coaching” session, rather than being more casual and informal? </li></ul><ul><ul><li>Agree </li></ul></ul><ul><ul><li>Neutral </li></ul></ul><ul><ul><li>Disagree </li></ul></ul>
    24. 24. 14 Coaching Competencies <ul><li>Helps Others Set Goals and Performance Expectations </li></ul><ul><li>Inspires Others to Change </li></ul><ul><li>Fosters Innovation </li></ul><ul><li>Listens Actively </li></ul><ul><li>Asks Powerful Questions </li></ul><ul><li>Values Diversity </li></ul><ul><li>Provides Feedback </li></ul><ul><li>Welcomes Feedback </li></ul><ul><li>Personally Supports the Development of Others </li></ul><ul><li>Generates Trust </li></ul><ul><li>Builds Relationships </li></ul><ul><li>Encourages Collaboration </li></ul><ul><li>Gives Recognition </li></ul><ul><li>Provides Follow-Up and Accountability </li></ul><ul><ul><ul><li>Communicates Effectively </li></ul></ul></ul><ul><ul><ul><li>Builds a Strong Relationship </li></ul></ul></ul><ul><ul><ul><li>Facilitates Action & Results </li></ul></ul></ul><ul><ul><ul><li>Provides Ongoing Support </li></ul></ul></ul>
    25. 25. Who Should Be Driving? <ul><li>Focus on topics: </li></ul><ul><ul><li>Of importance and interest to the “coachee” </li></ul></ul><ul><ul><li>You wish to initiate (performance issues, behavioral concerns) </li></ul></ul><ul><li>Idea from world of counseling </li></ul><ul><li>Coach prepares list of topics: </li></ul><ul><ul><li>Performance issues </li></ul></ul><ul><ul><li>Behavioral issues </li></ul></ul><ul><ul><li>Career issues </li></ul></ul><ul><ul><li>Relationship issues </li></ul></ul><ul><ul><li>Developmental opportunities </li></ul></ul><ul><ul><li>Organization culture questions </li></ul></ul>
    26. 26. Choosing a Topic for the Coaching Conversation
    27. 27. Value of Track to Follow <ul><li>Strides in selection interviewing came when interviews became more structured </li></ul><ul><li>Coaching will benefit from planned process </li></ul>
    28. 28. The Process for Holding a Coaching Conversation <ul><li>Step One: Frame the Conversation </li></ul><ul><li>Step Two: Understand the Current State </li></ul><ul><li>Step Three: Explore the Desired State </li></ul><ul><li>Step Four: Layout a Success Plan </li></ul>
    29. 29. Coaching Conversation Guide
    30. 30. Polling Question <ul><li>Where is your organization in providing development in coaching skills for line managers? </li></ul><ul><ul><li>Every leader in the organization is being trained to be more skillful </li></ul></ul><ul><ul><li>New managers get training on coaching </li></ul></ul><ul><ul><li>We teach some awareness but don’t attempt to build skills </li></ul></ul><ul><ul><li>We have not done any training on this topic and don’t plan to </li></ul></ul><ul><ul><li>We are planning to do it in the future </li></ul></ul>
    31. 31. Coaching Feedback Form <ul><li>A powerful way to shape or change behavior is through feedback. </li></ul><ul><li>Consider utilizing a method of gathering feedback from those you are coaching. </li></ul><ul><li>What’s in it for you to ask for feedback? </li></ul><ul><li>Two clinical psychologists concluded that such feedback instruments cut attrition in half and improved effectiveness by 65%. </li></ul>
    32. 32. Feedback for the Coach <ul><li>Rate the following: ( Use a 5 point scale, with 1 being low and 5 being high:) </li></ul><ul><ul><li>This conversation focused on the most important issues to me. </li></ul></ul><ul><ul><li>This conversation was a good use of our time. </li></ul></ul><ul><ul><li>The purpose was clarified early in our conversation. </li></ul></ul><ul><ul><li>The process and flow of this conversation worked well. </li></ul></ul><ul><ul><li>You listened and understood my point of view. </li></ul></ul><ul><ul><li>I am leaving with specific action steps to pursue. </li></ul></ul>
    33. 33. Polling Question <ul><li>Why would a feedback form make such a difference? (Check all that apply) </li></ul><ul><ul><li>The feedback changes the counselor’s behavior </li></ul></ul><ul><ul><li>Asking for feedback significantly changes the nature of the relationship (from parent-child to one of equals talking with each other) </li></ul></ul><ul><ul><li>Being asked for feedback changes the client’s attitude and feeling about the counselor </li></ul></ul><ul><ul><li>Being asked for feedback changes the client’s feelings of being in control and having power </li></ul></ul>
    34. 34. Conclusions <ul><li>Great upsurge in coaching </li></ul><ul><li>Can make enormously positive impact </li></ul><ul><li>Several challenges </li></ul><ul><li>Using research from related disciplines helps </li></ul><ul><li>Standardizing the process helps </li></ul><ul><li>Benefits come from more formality and structure </li></ul><ul><li>Coaching is learnable skill </li></ul><ul><li>Developing coaching skills in managers pays off </li></ul>
    35. 35. What Further Information Would You Like? <ul><li>Information about the content of this webinar? </li></ul><ul><li>Information about our program The Extraordinary Coach ? </li></ul><ul><li>Information on our coaching services? </li></ul>
    36. 36. Thanks for Attending! <ul><li>For more information on this topic, fill out the survey at the end of the webinar and you’ll receive a copy of our whitepaper Bringing Science to the Art of Coaching. </li></ul><ul><li>Get the first chapter of The Extraordinary Leader by subscribing to our podcast series . Visit www.zengerfolkman.com/podcast or search Zenger Folkman on iTunes. </li></ul><ul><li>Be sure to sign up for our Leadership Resource Center. There, you’ll find whitepapers, case studies and over 20 mini-training videos. Best of all, it’s free! Visit www.zengerfolkman.com/login . </li></ul><ul><li>Thanks for joining us and look for our upcoming webinars in 2011on our website at www.zengerfolkman.com/events . </li></ul>

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