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The Coaching
  Conundrum
 Danielle Henderson
   Regional Director
danielleh@bwinc.com
         312.755.0129

   25 February 2009
THE COACHING CONUNDRUM


Who We Are
A global training and consulting firm dedicated to
creating sustainable high-performance organizations




Founded in 1973 by
Buck Blessing and
Tod White
                                    © 2009 BlessingWhite, Inc. All Rights Reserved / 2
THE COACHING CONUNDRUM


What We Do




             © 2009 BlessingWhite, Inc. All Rights Reserved / 3
The Coaching
Conundrum…



               © 2009 BlessingWhite, Inc. All Rights Reserved / 4
THE COACHING CONUNDRUM


Agenda
• What is “coaching”?
• Is coaching a way of life at your organization?
• What did we learn in our research?
• How do you build a coaching culture?
• What have organizations done to solve the conundrum?




                                       © 2009 BlessingWhite, Inc. All Rights Reserved / 5
What do we mean
when we say…
            … “Coaching”?




            © 2009 BlessingWhite, Inc. All Rights Reserved / 6
THE COACHING CONUNDRUM


A Coach Is…          “A vehicle to transport very
                     important people from where
                     they are to where they want to
                     be…”




              …and to where you need them to be.
                              © 2009 BlessingWhite, Inc. All Rights Reserved / 7
THE COACHING CONUNDRUM


Coaching Is…
…helping another person
• achieve his or her goals
• build skill sets or expertise
• produce the results the organization needs.


 Coaching is not telling someone what to do. It is not
 stepping in to actually do the work. Coaching is also not
 restricted to formal or scheduled discussions.

                                      © 2009 BlessingWhite, Inc. All Rights Reserved / 8
Is coaching…

               …a way of life?




               © 2009 BlessingWhite, Inc. All Rights Reserved / 9
THE COACHING CONUNDRUM


A Reality Check
• Complete 15 questions.
• Score yourself.
   – Count the number of
     4s and 5s                                             e2 009
                           ©            hit
   – Don’t add them!
                              ss  ingW         rved
                           Ble           R  ese
• Share your findings                hts
                            Al l Rig
 with a small group.



                               © 2009 BlessingWhite, Inc. All Rights Reserved / 10
Our research…



            © 2009 BlessingWhite, Inc. All Rights Reserved / 11
THE COACHING CONUNDRUM


About Our Study
• 3rd study in the series
• Global online survey
     – 2,041 respondents
     – 70% North America,
      14% Europe, 8% Asia,
       6% Australia/New Zealand
     – 50% hold the title
       of supervisor or above
• 60 interviews with HR and line leaders
• Coaching profile analysis
     – Assessments for 8,100+ managers


Download a copy for free from
http://www.blessingwhite.com/research

                                           © 2009 BlessingWhite, Inc. All Rights Reserved / 12
co·nun·drum
kə-‘nəndrəm noun.
       A confusing and difficult problem or
           question. A question asked for
      amusement, typically one with a pun
                    in its answer; a riddle.
            The Oxford Pocket Dictionary
                 of Current English, 2008
                         © 2009 BlessingWhite, Inc. All Rights Reserved / 13
THE COACHING CONUNDRUM


High Expectations, Low Accountability
                                                                  % who agree
                                                                   or strongly
                                                                      agree
I am expected to coach and develop my team                               84%
There is an established organizational belief that                       67%
coaching by managers leads to greater business
results

A portion of my compensation is tied to my coaching                      24%
activities




                                             © 2009 BlessingWhite, Inc. All Rights Reserved / 14
THE COACHING CONUNDRUM


The Believers (Managers)
• 84% of managers agreed or strongly agreed that they
 love to coach.
• 88% of managers overall believe that the time spent
 coaching team members pays off by helping them
 achieve their goals.




                                    © 2009 BlessingWhite, Inc. All Rights Reserved / 15
THE COACHING CONUNDRUM


True Believers (Managers)
• “If I do nothing else with my staff during the week, we
 always have a scheduled one on one. It is a time where
 I have the opportunity to coach and it pays more
 dividends then any other activity I do.”
• “If you coach your team members they are more
 efficient and effective. It’s a more cost-effective way of
 working in the long run. On a personal level, you also
 get to see your team develop and blossom.”
• “It is fun and one of my favorite parts of the job. It’s also
 important. It makes the difference between a good
 team and a great team.”

                                         © 2009 BlessingWhite, Inc. All Rights Reserved / 16
THE COACHING CONUNDRUM



                             Employees: “I like to be coached AND…”
                            100%


                            90%
                                             “The coaching I receive from my manager has
                                                     significantly improved my…”
                            80%
                                                                                                                                      87% agree
                            70%                                                                                                             or
                                                                                                                                       strongly
% Agree or Strongly Agree




                                                                                                                                      agree with
                            60%
                                                                                                                                      statement
                                                                                                                                       “I like to
                            50%                                                                                                            be
                                                                                                                                      coached”
                            40%

                                   69% 68%      73% 74%              71%                     73% 70%
                                                               67%                  64%                           63% 65%
                            30%                                               60%

                            20%


                            10%


                             0%

                                    Asia      Australia/New   Continental   North America   UK/Ireland               Total
                                                Zealand        Europe

                                                          Job performance     Job satisfaction   © 2009 BlessingWhite, Inc. All Rights Reserved / 17
THE COACHING CONUNDRUM




                  1 in 2 Employees
    48%           Receive Coaching
                                                              52%




Are NOT coached                                    Are coached
                               © 2009 BlessingWhite, Inc. All Rights Reserved / 18
THE COACHING CONUNDRUM


Mismatched Perceptions
Employees…                   Managers…
• Want to be stretched.      • Worry about having all
                              the answers.
And
• Want help coming up with
 their own answers.




                                    © 2009 BlessingWhite, Inc. All Rights Reserved / 19
THE COACHING CONUNDRUM


Many Managers Can’t Find the Time
• Survey says…“It takes too long.” (32%)
• Leaders say:
   – “There’s no time to coach. I know I should develop my people.
     I’m too busy with other tasks.”
   – “Most companies now expect their people to be working
     managers who tend to do ‘work’ more and ‘manage’ less.”
   – “In a rapid-paced environment like ours, today’s deliverables
     get attention and tomorrow’s requirements take a back seat.”
   – “My goal is to help my team of highly expert scientists become
     more like business partners. But it has been hard to create the
     time to coach to this issue. We are so activity-driven. The
     culture rewards completion of tasks.”


                                            © 2009 BlessingWhite, Inc. All Rights Reserved / 20
THE COACHING CONUNDRUM


Relationships Rule
Organizations…                 Employees and managers…
• Invest in models, skills,    • Rate behaviors that create
 and processes/procedures       supportive, encouraging, and
 that structure planning and    trusting relationships as
 interactions.                  most important.




                                      © 2009 BlessingWhite, Inc. All Rights Reserved / 21
THE COACHING CONUNDRUM


 The Conundrum in a Nutshell…
• Managers love to                • Managers struggle to “find
 coach and see the                 the time”
 payoff
• Employees like to be            • Half don’t receive
 coached and see the               coaching currently
 payoff
• Organizations expect
                            BUT   • Few hold managers
 managers to coach                 accountable or reward it
• Organizations invest in         • Employees & managers
 skills, processes,                value trusting, supportive
 models                            relationships
• Managers worry they             • Employees want to be
 don’t have all the                stretched and help in
 answers                           finding their own answers
                                     © 2009 BlessingWhite, Inc. All Rights Reserved / 22
Building…

            …a coaching culture




                © 2009 BlessingWhite, Inc. All Rights Reserved / 23
THE COACHING CONUNDRUM


Building a Coaching Culture
                                                Timely
                                                 Timely
                                        Relevant to the situation
                                        Relevant to the situation

                Skills                Establish trust, Build confidence
                                      Establish trust, Build confidence
                                              Unleash potential
                                              Unleash potential
             Coaching                         One-on-one, Unique,
                                              One-on-one, Unique,
             Essentials                        Joint accountability
                                                Joint accountability
           Individualized                       The culture values and
            Partnerships                         The culture values and
                                                  reinforces coaching
                                                   reinforces coaching
                                              The leaders value coaching
                                               The leaders value coaching
         Belief & Backbone
                                                    Business strategy &
                                                     Business strategy &
                                                      results, employee
                                                       results, employee
                                                  satisfaction & aspirations
                                                   satisfaction & aspirations
  Organizational & Employee Success
                                        © 2009 BlessingWhite, Inc. All Rights Reserved / 24
THE COACHING CONUNDRUM


What’s Important to YOU?
Step 1
• Consider your current work
 priorities and what
 motivates you to do your                                      e2 009
                               ©            hit
 best work…
                                  ss  ingW         rved
• Identify the 3 most          Ble           R  ese
                                         hts
 important coaching actions     Al l Rig
 you need from your
 manager right now.

                                   © 2009 BlessingWhite, Inc. All Rights Reserved / 25
So what have
organizations done…
       …to solve the conundrum?




                 © 2009 BlessingWhite, Inc. All Rights Reserved / 26
THE COACHING CONUNDRUM


5 Recommendations
1. Tackle your next problem with a coaching initiative.
2. Get new managers on the coaching track.
3. Think beyond coaching skills.
4. Coach the coaches.
5. Build belief & backbone into your culture.




                                     © 2009 BlessingWhite, Inc. All Rights Reserved / 27
THE COACHING CONUNDRUM


Tackle Business Problems with Coaching
Initiatives
Don’t just tell managers to coach.
Give your managers a reason to coach:
• Culture change
• Innovation
• Increased engagement or retention
• A new business strategy
• Leadership bench strength
                                      © 2009 BlessingWhite, Inc. All Rights Reserved / 28
THE COACHING CONUNDRUM


Set New Managers on the Coaching Track
• Define coaching.
• Dispel myths. Coaching is not:
   – An event
   – A discrete tactic for performance problems
   – A one-size-fits-all approach
   – Something you do to employees
   – Advice
• Emphasize relationships when on-boarding.


                                     © 2009 BlessingWhite, Inc. All Rights Reserved / 29
THE COACHING CONUNDRUM


Think Beyond Coaching Skills
 “We had an assistant store manager who
 transferred to a new location. She never took the
 time to build relationships and just told people
 what to do. Then she went to a coaching
 workshop, came back, and started coaching –
 but things didn’t go well. She did it ‘to’ her
 team. She eventually left the company.”
• Encourage manager-employee dialogue.
• Stress authentic leadership.
• Address trust issues.
                                 © 2009 BlessingWhite, Inc. All Rights Reserved / 30
THE COACHING CONUNDRUM


The Impact of Trust
                       Coaching Actions…
    With Trust                  Without Trust
    Conversation                Interrogation
                                 e2 009
    Feedback ©                     t
                                 hiReprimand
                         s ingW Micromanaging
                                         ved
    Check-in
                   Bles              ser
                                s Re
    Concern                 ight “Spying”
                    A ll R
    Interest                    Meddling

    Goal-Setting                Orders

    Delegating                  Dumping
    Partnership                 Boss-Subordinate
                                           © 2009 BlessingWhite, Inc. All Rights Reserved / 31
THE COACHING CONUNDRUM


Coach the Coaches
• Set the tone.
• Cascade from above down through the ranks.
• Model it.
• Provide support.




                                  © 2009 BlessingWhite, Inc. All Rights Reserved / 32
THE COACHING CONUNDRUM


Build Belief & Backbone into Your Culture
• Change your talk.
• Set expectations.
• Build accountability and rewards.




                                      © 2009 BlessingWhite, Inc. All Rights Reserved / 33
THE COACHING CONUNDRUM


What’s Next?
                                                Timely
                                                 Timely
                                        Relevant to the situation
                                        Relevant to the situation

               Skills                 Establish trust, Build confidence
                                      Establish trust, Build confidence
                                              Unleash potential
                                              Unleash potential
             Coaching                         One-on-one, Unique,
                                              One-on-one, Unique,
             Essentials                        Joint accountability
                                                Joint accountability
           Individualized                       The culture values and
            Partnerships                         The culture values and
                                                  reinforces coaching
                                                   reinforces coaching
                                              The leaders value coaching
                                               The leaders value coaching
         Belief & Backbone
                                                    Business strategy &
                                                     Business strategy &
                                                      results, employee
                                                       results, employee
                                                  satisfaction & aspirations
                                                   satisfaction & aspirations
  Organizational & Employee Success
                                        © 2009 BlessingWhite, Inc. All Rights Reserved / 34
THE COACHING CONUNDRUM


How BlessingWhite Can Help

                            Coaching Culture
                              Diagnostics


    Executive Coaching                         Senior Leader Master Class
       & Consulting                            Solving the Coaching Conundrum




Helping Others    Leading Technical                                  High Performance
                                       Career Coaching
   Succeed          Professionals                                        Coaching
                                          Workshop
   Process             Program                                           Workshop




                                               © 2009 BlessingWhite, Inc. All Rights Reserved / 35
THE COACHING CONUNDRUM




© 2009 BlessingWhite, Inc. All Rights Reserved / 36
Questions?
Thank you ODN Omaha!
                 danielleh@bwinc.com

                         312.755.0129
       www.blessingwhite.com/research

                     © 2009 BlessingWhite, Inc. All Rights Reserved / 37

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Coaching Conundrum

  • 1. The Coaching Conundrum Danielle Henderson Regional Director danielleh@bwinc.com 312.755.0129 25 February 2009
  • 2. THE COACHING CONUNDRUM Who We Are A global training and consulting firm dedicated to creating sustainable high-performance organizations Founded in 1973 by Buck Blessing and Tod White © 2009 BlessingWhite, Inc. All Rights Reserved / 2
  • 3. THE COACHING CONUNDRUM What We Do © 2009 BlessingWhite, Inc. All Rights Reserved / 3
  • 4. The Coaching Conundrum… © 2009 BlessingWhite, Inc. All Rights Reserved / 4
  • 5. THE COACHING CONUNDRUM Agenda • What is “coaching”? • Is coaching a way of life at your organization? • What did we learn in our research? • How do you build a coaching culture? • What have organizations done to solve the conundrum? © 2009 BlessingWhite, Inc. All Rights Reserved / 5
  • 6. What do we mean when we say… … “Coaching”? © 2009 BlessingWhite, Inc. All Rights Reserved / 6
  • 7. THE COACHING CONUNDRUM A Coach Is… “A vehicle to transport very important people from where they are to where they want to be…” …and to where you need them to be. © 2009 BlessingWhite, Inc. All Rights Reserved / 7
  • 8. THE COACHING CONUNDRUM Coaching Is… …helping another person • achieve his or her goals • build skill sets or expertise • produce the results the organization needs. Coaching is not telling someone what to do. It is not stepping in to actually do the work. Coaching is also not restricted to formal or scheduled discussions. © 2009 BlessingWhite, Inc. All Rights Reserved / 8
  • 9. Is coaching… …a way of life? © 2009 BlessingWhite, Inc. All Rights Reserved / 9
  • 10. THE COACHING CONUNDRUM A Reality Check • Complete 15 questions. • Score yourself. – Count the number of 4s and 5s e2 009 © hit – Don’t add them! ss ingW rved Ble R ese • Share your findings hts Al l Rig with a small group. © 2009 BlessingWhite, Inc. All Rights Reserved / 10
  • 11. Our research… © 2009 BlessingWhite, Inc. All Rights Reserved / 11
  • 12. THE COACHING CONUNDRUM About Our Study • 3rd study in the series • Global online survey – 2,041 respondents – 70% North America, 14% Europe, 8% Asia, 6% Australia/New Zealand – 50% hold the title of supervisor or above • 60 interviews with HR and line leaders • Coaching profile analysis – Assessments for 8,100+ managers Download a copy for free from http://www.blessingwhite.com/research © 2009 BlessingWhite, Inc. All Rights Reserved / 12
  • 13. co·nun·drum kə-‘nəndrəm noun. A confusing and difficult problem or question. A question asked for amusement, typically one with a pun in its answer; a riddle. The Oxford Pocket Dictionary of Current English, 2008 © 2009 BlessingWhite, Inc. All Rights Reserved / 13
  • 14. THE COACHING CONUNDRUM High Expectations, Low Accountability % who agree or strongly agree I am expected to coach and develop my team 84% There is an established organizational belief that 67% coaching by managers leads to greater business results A portion of my compensation is tied to my coaching 24% activities © 2009 BlessingWhite, Inc. All Rights Reserved / 14
  • 15. THE COACHING CONUNDRUM The Believers (Managers) • 84% of managers agreed or strongly agreed that they love to coach. • 88% of managers overall believe that the time spent coaching team members pays off by helping them achieve their goals. © 2009 BlessingWhite, Inc. All Rights Reserved / 15
  • 16. THE COACHING CONUNDRUM True Believers (Managers) • “If I do nothing else with my staff during the week, we always have a scheduled one on one. It is a time where I have the opportunity to coach and it pays more dividends then any other activity I do.” • “If you coach your team members they are more efficient and effective. It’s a more cost-effective way of working in the long run. On a personal level, you also get to see your team develop and blossom.” • “It is fun and one of my favorite parts of the job. It’s also important. It makes the difference between a good team and a great team.” © 2009 BlessingWhite, Inc. All Rights Reserved / 16
  • 17. THE COACHING CONUNDRUM Employees: “I like to be coached AND…” 100% 90% “The coaching I receive from my manager has significantly improved my…” 80% 87% agree 70% or strongly % Agree or Strongly Agree agree with 60% statement “I like to 50% be coached” 40% 69% 68% 73% 74% 71% 73% 70% 67% 64% 63% 65% 30% 60% 20% 10% 0% Asia Australia/New Continental North America UK/Ireland Total Zealand Europe Job performance Job satisfaction © 2009 BlessingWhite, Inc. All Rights Reserved / 17
  • 18. THE COACHING CONUNDRUM 1 in 2 Employees 48% Receive Coaching 52% Are NOT coached Are coached © 2009 BlessingWhite, Inc. All Rights Reserved / 18
  • 19. THE COACHING CONUNDRUM Mismatched Perceptions Employees… Managers… • Want to be stretched. • Worry about having all the answers. And • Want help coming up with their own answers. © 2009 BlessingWhite, Inc. All Rights Reserved / 19
  • 20. THE COACHING CONUNDRUM Many Managers Can’t Find the Time • Survey says…“It takes too long.” (32%) • Leaders say: – “There’s no time to coach. I know I should develop my people. I’m too busy with other tasks.” – “Most companies now expect their people to be working managers who tend to do ‘work’ more and ‘manage’ less.” – “In a rapid-paced environment like ours, today’s deliverables get attention and tomorrow’s requirements take a back seat.” – “My goal is to help my team of highly expert scientists become more like business partners. But it has been hard to create the time to coach to this issue. We are so activity-driven. The culture rewards completion of tasks.” © 2009 BlessingWhite, Inc. All Rights Reserved / 20
  • 21. THE COACHING CONUNDRUM Relationships Rule Organizations… Employees and managers… • Invest in models, skills, • Rate behaviors that create and processes/procedures supportive, encouraging, and that structure planning and trusting relationships as interactions. most important. © 2009 BlessingWhite, Inc. All Rights Reserved / 21
  • 22. THE COACHING CONUNDRUM The Conundrum in a Nutshell… • Managers love to • Managers struggle to “find coach and see the the time” payoff • Employees like to be • Half don’t receive coached and see the coaching currently payoff • Organizations expect BUT • Few hold managers managers to coach accountable or reward it • Organizations invest in • Employees & managers skills, processes, value trusting, supportive models relationships • Managers worry they • Employees want to be don’t have all the stretched and help in answers finding their own answers © 2009 BlessingWhite, Inc. All Rights Reserved / 22
  • 23. Building… …a coaching culture © 2009 BlessingWhite, Inc. All Rights Reserved / 23
  • 24. THE COACHING CONUNDRUM Building a Coaching Culture Timely Timely Relevant to the situation Relevant to the situation Skills Establish trust, Build confidence Establish trust, Build confidence Unleash potential Unleash potential Coaching One-on-one, Unique, One-on-one, Unique, Essentials Joint accountability Joint accountability Individualized The culture values and Partnerships The culture values and reinforces coaching reinforces coaching The leaders value coaching The leaders value coaching Belief & Backbone Business strategy & Business strategy & results, employee results, employee satisfaction & aspirations satisfaction & aspirations Organizational & Employee Success © 2009 BlessingWhite, Inc. All Rights Reserved / 24
  • 25. THE COACHING CONUNDRUM What’s Important to YOU? Step 1 • Consider your current work priorities and what motivates you to do your e2 009 © hit best work… ss ingW rved • Identify the 3 most Ble R ese hts important coaching actions Al l Rig you need from your manager right now. © 2009 BlessingWhite, Inc. All Rights Reserved / 25
  • 26. So what have organizations done… …to solve the conundrum? © 2009 BlessingWhite, Inc. All Rights Reserved / 26
  • 27. THE COACHING CONUNDRUM 5 Recommendations 1. Tackle your next problem with a coaching initiative. 2. Get new managers on the coaching track. 3. Think beyond coaching skills. 4. Coach the coaches. 5. Build belief & backbone into your culture. © 2009 BlessingWhite, Inc. All Rights Reserved / 27
  • 28. THE COACHING CONUNDRUM Tackle Business Problems with Coaching Initiatives Don’t just tell managers to coach. Give your managers a reason to coach: • Culture change • Innovation • Increased engagement or retention • A new business strategy • Leadership bench strength © 2009 BlessingWhite, Inc. All Rights Reserved / 28
  • 29. THE COACHING CONUNDRUM Set New Managers on the Coaching Track • Define coaching. • Dispel myths. Coaching is not: – An event – A discrete tactic for performance problems – A one-size-fits-all approach – Something you do to employees – Advice • Emphasize relationships when on-boarding. © 2009 BlessingWhite, Inc. All Rights Reserved / 29
  • 30. THE COACHING CONUNDRUM Think Beyond Coaching Skills “We had an assistant store manager who transferred to a new location. She never took the time to build relationships and just told people what to do. Then she went to a coaching workshop, came back, and started coaching – but things didn’t go well. She did it ‘to’ her team. She eventually left the company.” • Encourage manager-employee dialogue. • Stress authentic leadership. • Address trust issues. © 2009 BlessingWhite, Inc. All Rights Reserved / 30
  • 31. THE COACHING CONUNDRUM The Impact of Trust Coaching Actions… With Trust Without Trust Conversation Interrogation e2 009 Feedback © t hiReprimand s ingW Micromanaging ved Check-in Bles ser s Re Concern ight “Spying” A ll R Interest Meddling Goal-Setting Orders Delegating Dumping Partnership Boss-Subordinate © 2009 BlessingWhite, Inc. All Rights Reserved / 31
  • 32. THE COACHING CONUNDRUM Coach the Coaches • Set the tone. • Cascade from above down through the ranks. • Model it. • Provide support. © 2009 BlessingWhite, Inc. All Rights Reserved / 32
  • 33. THE COACHING CONUNDRUM Build Belief & Backbone into Your Culture • Change your talk. • Set expectations. • Build accountability and rewards. © 2009 BlessingWhite, Inc. All Rights Reserved / 33
  • 34. THE COACHING CONUNDRUM What’s Next? Timely Timely Relevant to the situation Relevant to the situation Skills Establish trust, Build confidence Establish trust, Build confidence Unleash potential Unleash potential Coaching One-on-one, Unique, One-on-one, Unique, Essentials Joint accountability Joint accountability Individualized The culture values and Partnerships The culture values and reinforces coaching reinforces coaching The leaders value coaching The leaders value coaching Belief & Backbone Business strategy & Business strategy & results, employee results, employee satisfaction & aspirations satisfaction & aspirations Organizational & Employee Success © 2009 BlessingWhite, Inc. All Rights Reserved / 34
  • 35. THE COACHING CONUNDRUM How BlessingWhite Can Help Coaching Culture Diagnostics Executive Coaching Senior Leader Master Class & Consulting Solving the Coaching Conundrum Helping Others Leading Technical High Performance Career Coaching Succeed Professionals Coaching Workshop Process Program Workshop © 2009 BlessingWhite, Inc. All Rights Reserved / 35
  • 36. THE COACHING CONUNDRUM © 2009 BlessingWhite, Inc. All Rights Reserved / 36
  • 37. Questions? Thank you ODN Omaha! danielleh@bwinc.com 312.755.0129 www.blessingwhite.com/research © 2009 BlessingWhite, Inc. All Rights Reserved / 37