Does executive coaching work? The questions every coach needs to ask and (at least try to) answer.
Rob Briner
January 9th 2013
DOP Annual Conference, Chester, UK
This document provides an overview of executive coaching and its benefits. It discusses the business case for coaching, highlighting quotes about how coaching unlocks potential and improves performance. Coaching is defined as partnering with clients to help them maximize their potential. Common reasons companies offer coaching include developing leaders, facilitating transitions, and addressing derailing behaviors. Research shows coaching leads to better business results and higher returns on investment. Critical success factors include the right coach-coachee match and allowing sufficient time to develop new behaviors. The document concludes by introducing Beacon, an executive coaching firm that focuses on unlocking potential through a strengths-based approach.
return on investment in executive coachingguest3307d2
This document discusses return on investment (ROI) in executive coaching. It provides international findings showing that executive coaching delivers an average ROI of 5.7 times the initial investment. Two local case studies are presented, one involving executive team coaching that achieved a 750% ROI, and one involving one-on-one executive coaching of a CEO that achieved an 800% ROI. Five practical ways to deliver a 500% ROI from an executive coaching program are outlined. Executive coaching has been shown to be most beneficial in areas like reducing isolation, facilitating feedback and growth, supporting personnel through change, increasing managerial effectiveness, and increasing productivity.
WABC - Top 10 Linkedin Techniques To Get New Business Coaching ClientsSocial Jack
Learn how business coaches are securing leads, filling events and locking in qualified appointments!
NEW CLASS:
http://linkedin4coaches01.eventbrite.com/
In this in-depth FREE Training Overview, Dean DeLisle, Founder and CEO of Forward Progress – a Chicago based Coaching and Training Organization and a long-standing member with Worldwide Association of Business Coaches, will lead this webinar, guiding you through step by step on what YOU can do to begin leveraging your LinkedIn account to ACTUALLY generate NEW coaching business for 2010!
Featured frequently in news publications, radio and television, Dean DeLisle has helped over 4,000 clients connect with over 25 million leads and close over a billion dollars in sales—all by helping them make the connections that count.
Getting new business is critical in today’s business world where every targeted lead counts! Join the thousands of people who have generated new business in the last few months just by simply attending these webinars!
“Dean DeLisle is one of the foremost experts on using Social Networks for effective business marketing. Others offer introduction classes which provided me no value. Dean’s program got me up and running with immediate results to my bottom line.” — Darlene Ziebell, Executive Coach, Ziebell Enterprises, Inc.
ALL registrants will get access to the recording and materials.
In this jam-packed one-hour webinar, you will learn HOW TO:
• Optimize your account
• Find your target clients
• Leverage the power of Groups
• Increase your Google rankings
• Track your success
• Access new areas of LinkedIN
• Access new tools available
We look forward to seeing you there!
Executive coaching provides senior managers opportunities for honest feedback, discussion of sensitive issues, and planning for development. It is a cost-effective, practical, and results-oriented option for self-development. Executive coaching establishes a one-to-one relationship within an organization to encourage self-awareness, problem solving, and learning. Great executive coaching comes from a meaningful relationship between coach and client that facilitates understanding, skills development, and a sense of achievement for the client.
This document provides an overview of executive coaching services offered by Beacon. It discusses how executive coaching can provide a 7x return on investment for organizations. Beacon's coaching focuses on strengths and positive development using assessments and one-on-one coaching sessions. Coaches are selected based on leadership experience and accreditations. The coaching process involves pre-coaching analysis, goal setting, data gathering, and evaluation. A variety of tools and methodologies are used tailored to the client's needs.
The document discusses executive coaching and the AEC's coaching programs and services. It summarizes the growing market for executive coaching and the AEC's approach to developing high coaching standards. It then describes the AEC's various coaching programs from introductory to advanced levels, and how they can help professionals improve their coaching skills and work towards accreditation and professional development goals.
This document discusses executive coaching and its benefits for workplace productivity. It provides statistics showing that 75% of workers are C or D performers, and executive coaching can help improve tangible results like productivity and quality of work, as well as intangible results like relationships and job satisfaction. The document introduces a case study of a coaching program for an executive named Mary Jane and outlines a 7-step coaching model and coaching results framework focused on priorities, goals, accountability and sustainability.
This document provides an overview of executive coaching and its benefits. It discusses the business case for coaching, highlighting quotes about how coaching unlocks potential and improves performance. Coaching is defined as partnering with clients to help them maximize their potential. Common reasons companies offer coaching include developing leaders, facilitating transitions, and addressing derailing behaviors. Research shows coaching leads to better business results and higher returns on investment. Critical success factors include the right coach-coachee match and allowing sufficient time to develop new behaviors. The document concludes by introducing Beacon, an executive coaching firm that focuses on unlocking potential through a strengths-based approach.
return on investment in executive coachingguest3307d2
This document discusses return on investment (ROI) in executive coaching. It provides international findings showing that executive coaching delivers an average ROI of 5.7 times the initial investment. Two local case studies are presented, one involving executive team coaching that achieved a 750% ROI, and one involving one-on-one executive coaching of a CEO that achieved an 800% ROI. Five practical ways to deliver a 500% ROI from an executive coaching program are outlined. Executive coaching has been shown to be most beneficial in areas like reducing isolation, facilitating feedback and growth, supporting personnel through change, increasing managerial effectiveness, and increasing productivity.
WABC - Top 10 Linkedin Techniques To Get New Business Coaching ClientsSocial Jack
Learn how business coaches are securing leads, filling events and locking in qualified appointments!
NEW CLASS:
http://linkedin4coaches01.eventbrite.com/
In this in-depth FREE Training Overview, Dean DeLisle, Founder and CEO of Forward Progress – a Chicago based Coaching and Training Organization and a long-standing member with Worldwide Association of Business Coaches, will lead this webinar, guiding you through step by step on what YOU can do to begin leveraging your LinkedIn account to ACTUALLY generate NEW coaching business for 2010!
Featured frequently in news publications, radio and television, Dean DeLisle has helped over 4,000 clients connect with over 25 million leads and close over a billion dollars in sales—all by helping them make the connections that count.
Getting new business is critical in today’s business world where every targeted lead counts! Join the thousands of people who have generated new business in the last few months just by simply attending these webinars!
“Dean DeLisle is one of the foremost experts on using Social Networks for effective business marketing. Others offer introduction classes which provided me no value. Dean’s program got me up and running with immediate results to my bottom line.” — Darlene Ziebell, Executive Coach, Ziebell Enterprises, Inc.
ALL registrants will get access to the recording and materials.
In this jam-packed one-hour webinar, you will learn HOW TO:
• Optimize your account
• Find your target clients
• Leverage the power of Groups
• Increase your Google rankings
• Track your success
• Access new areas of LinkedIN
• Access new tools available
We look forward to seeing you there!
Executive coaching provides senior managers opportunities for honest feedback, discussion of sensitive issues, and planning for development. It is a cost-effective, practical, and results-oriented option for self-development. Executive coaching establishes a one-to-one relationship within an organization to encourage self-awareness, problem solving, and learning. Great executive coaching comes from a meaningful relationship between coach and client that facilitates understanding, skills development, and a sense of achievement for the client.
This document provides an overview of executive coaching services offered by Beacon. It discusses how executive coaching can provide a 7x return on investment for organizations. Beacon's coaching focuses on strengths and positive development using assessments and one-on-one coaching sessions. Coaches are selected based on leadership experience and accreditations. The coaching process involves pre-coaching analysis, goal setting, data gathering, and evaluation. A variety of tools and methodologies are used tailored to the client's needs.
The document discusses executive coaching and the AEC's coaching programs and services. It summarizes the growing market for executive coaching and the AEC's approach to developing high coaching standards. It then describes the AEC's various coaching programs from introductory to advanced levels, and how they can help professionals improve their coaching skills and work towards accreditation and professional development goals.
This document discusses executive coaching and its benefits for workplace productivity. It provides statistics showing that 75% of workers are C or D performers, and executive coaching can help improve tangible results like productivity and quality of work, as well as intangible results like relationships and job satisfaction. The document introduces a case study of a coaching program for an executive named Mary Jane and outlines a 7-step coaching model and coaching results framework focused on priorities, goals, accountability and sustainability.
Transformational Executive Coaching
Expands people’s capacity to take effective action.
Challenges beliefs and assumptions that are responsible for one’s actions and behaviors.
Examines what one does, why one does what one does, but also who one is. What are the principles upon which one forms identity?
This document summarizes an executive coaching workshop held on February 6, 2007. The workshop focused on sharing best practices for executive coaching to improve its effectiveness. It covered topics like executive coaching applications, improving coaching effectiveness, best practices for coaching, and measuring coaching impact. Participants were encouraged to ask questions and provide feedback to enrich the discussion. The workshop aimed to build knowledge around structuring coaching engagements and relationships to maximize their benefits for both the individual executives and their organizations.
Dr. Sunil Kr Kapoor proposes executive/leadership coaching for leaders at DLF in Gurgaon to help them establish new attitudes, approaches, and behaviors. The coaching would use assessments and feedback to unlock each person's potential and improve performance, outlook, and leadership skills over 18 sessions spread over 6-15 months. The coaching process would follow the GROW model of setting goals, checking current reality, brainstorming options, and engaging in action plans. Tools like personality assessments, case studies, and exercises would be used to help coachees develop strengths and achieve goals. Upon completion, Dr. Kapoor would provide a report on the coaching outcomes and evaluations.
http://odofwny.wordpress.com/
The term coaching can mean different things in different contexts. In this meeting, we’ll discuss coaching as a development tool whereby a coach helps a leader move from their current state to a desired state. In this context, coaching follows a different model than training, mentoring, or giving feedback.
Are you giving a below par performance in your working organization or in your own business? If yes, then hiring an Executive coach will never be worthless. They will help you step by step in becoming a strong leader and to regain the confidence you have lost long before. But how will you choose the right Executive coach and how helpful they will be in the process of achieving your desired goal? Go through the slide to know the details.
This document discusses executive coaching and answers common questions about the process. It describes executive coaching as a way to create an "impossible future" for leaders and their businesses by developing leadership skills and improving business results. The document outlines that executive coaching is not for "losers" but for winners seeking to improve, is about accomplishing goals rather than therapy, and requires consistent effort rather than isolated events. It provides guidance on determining if a candidate is suited for coaching, choosing a coach, ensuring an effective coaching relationship, and establishing expectations and time commitments for coaching.
Executive Coaching - Purpose, Process and OutcomesCraig Juengling
Understanding how to develop leaders is crucial to succession planning and effectively managing growth in your business. Executive Coaching is one of the most powerful development tools available to the CEO and HR strategy leaders. Understanding when to use coaching is important. Learn more from this presentation.
More and more CEOS are retaining executive coaches. Unfortunately, there are still too many who do not. My proven approach to coaching CEOS is described in this PDF presentation.
EXECUTIVE COACHING PROGRAMS: BEST PRACTICES, KEY ISSUES, AND TRENDS FOR DRIVI...Human Capital Media
Executive Coaching is a holistic development process that takes leaders out of their comfort zones so they can be more self-aware and reflect on their leadership capability and effectiveness. Senior leaders and executives are commonly faced with navigating complex change, leading people and processes and managing the business to achieve objectives. Some of these leaders are in a succession plan and preparing to transition into a new role, while others need overall refinement of leadership skills to lead at the right level. In today’s business landscape, coaching is most effective when aligned with business objectives and the talent management strategy and not used reactively for remedial performance improvement. In this webinar, you will learn how organizations are using executive coaching for leadership development. The discussion will also review common leadership assessment tools and compare the value of internal vs. external coaching programs.
Session takeaways include:
Executive coaching strategy, purpose, and outcomes — how it is used in organizations.
Structure and process for a successful coaching outcome.
Building the coaching bench — skills, standards, and rigor.
Measuring the effectiveness of coaching.
Trends in executive coaching.
Executive coaching has become a widely used leadership development technique over the past decade. However, it remains underutilized in many organizations due to a lack of empirical research demonstrating its effectiveness. The authors conducted research to quantify the business outcomes and return on investment of executive coaching. They interviewed 100 executives who had completed coaching programs, as well as supervisors and HR representatives. The executives described behavioral changes, tangible business benefits, and estimated monetary value. Their estimates were adjusted to isolate the impact specifically from coaching. The results showed that executive coaching positively impacted behaviors, business outcomes, and provided an average return of over four times the cost of the coaching program.
A study was conducted to determine the return on investment (ROI) of an executive coaching program for 43 leadership participants at a Fortune 500 company. The coaching program produced significant benefits:
1) It generated a 529% ROI from increased productivity and a 788% ROI when including employee retention benefits.
2) Coaching improved business measures like productivity, employee satisfaction, and customer satisfaction.
3) 77% of participants reported coaching had significant impact on business measures and 60% identified specific financial benefits from coaching.
A coaching culture is defined as one where coaching is the predominant style of managing and working together, with a commitment to growing both the organization and its people. Organizations develop coaching cultures to focus on high performance, engage employees, and continuously develop skills at all levels. Key attributes include integrating coaching into policies, demonstrating commitment from senior leaders who coach others and receive feedback on their coaching skills, and permeating coaching principles throughout all relationships. While no organization has fully attained a coaching culture, frameworks exist to assess stages of development and guide organizations seeking to introduce or further develop their coaching culture.
Reinvent Performance Management-Build an Agile Coaching Culture V2ICC_ktlDr. Karyn Trader-Leigh
The document discusses the need for continuous learning and development in volatile, uncertain, complex, and ambiguous (VUCA) environments. It argues that traditional performance management and annual performance appraisals are no longer effective and instead, organizations should focus on building a coaching culture where managers use coaching skills to provide frequent feedback and development. An organizational coaching continuum is proposed that includes team, project, and employee engagement coaching. Building a coaching culture requires training managers in performance coaching to create high-performance work environments where employees can grow and develop.
"Executive Coaching Revealed: What You Need To Know" provides information for those who are considering engaging in an executive coaching process. The whitepaper provides definitions, coaching models, and a roadmap for selecting the right coach.
The document outlines 7 ways to improve coaching ROI and maximize the impact of coaching programs. It recommends: 1) preparing coachees' mindsets before programs begin, 2) securing senior management support and defining their roles, 3) prioritizing goals and measuring success, 4) selecting optimal target groups and individuals, 5) using competency models to guide outcomes, 6) tying progress to performance management, and 7) establishing progress review schedules. The document provides additional details on each recommendation and suggests assessing an organization's coaching system readiness through a short survey.
Leadership Coaching with Michelle Clarke 2015Michelle Clarke
The document provides information about Michelle Clarke Coaching and leadership coaching. It defines coaching as a peer-to-peer relationship that is focused on the present and future potential through goal setting and accountability. It contrasts coaching with mentoring, therapy, and training. It then introduces Michelle Clarke as an executive coach with various qualifications and describes the types of clients and industries she has coached. Finally, it outlines what leadership coaching entails, focusing on areas like leadership brand, competencies, inner well-being, influence, collaboration and networking.
Bringing Science to the Art of CoachingJim Clemmer
to coaching, we suggest:
This document discusses bringing more science and evidence to the art of coaching. It aims to answer key questions about coaching through applying research from related disciplines like counseling, interviews, and medicine.
1. Develop a standard set of questions that coaches can
use to structure their coaching conversations. These
questions should focus on specific past behaviors,
situations, and hypothetical future scenarios.
2. Train coaches on how to ask these types of questions
effectively and how to probe for more complete and
consistent answers.
3. Encourage coaches to practice these skills with each
other before using them with direct reports. Provide
feedback to improve consistency
Building & Sustaining a Coaching Culture - Bill Medd, Legacy Bowes GroupMBHomeBuilders
The opportunity for coaching occurs at every level throughout an organization. Employees move through roles and responsibilities that change from a narrow focus to leadership roles where process, task and people skills are required, to senior level roles with a focus on communication, influencing and strategic thinking. No individual has well developed skills in all areas upon assuming a new job and a good coach will identify areas for development and provide support and follow up in a consistent manner.
We can all become effective coaches and help our organization develop a coaching culture. It's good for our employees, good for us and good for the organization as a whole.
Business Coaching Essentials and FundamentalsGary B. Henson
Business Coaching 101: How to strike out on your own, generate 6- or 7-figures as a business coach, and provide MASSIVE transformation to your clients. Learn all the basics. Swipe our time-tested templates. Live BIGGER! BusinessCoach.com.
This document provides an overview of evidence-based practice and systematic reviews in organizational psychology. It discusses the origins and principles of evidence-based practice, how it aims to address issues with decision-making based on limited evidence. The document also covers common misconceptions about evidence-based practice, the role of practitioner expertise, and barriers to its adoption such as cognitive biases, fads, and lack of incentives. The overall goal is to communicate the main thinking behind evidence-based practice and how systematic reviews can be conducted.
Transformational Executive Coaching
Expands people’s capacity to take effective action.
Challenges beliefs and assumptions that are responsible for one’s actions and behaviors.
Examines what one does, why one does what one does, but also who one is. What are the principles upon which one forms identity?
This document summarizes an executive coaching workshop held on February 6, 2007. The workshop focused on sharing best practices for executive coaching to improve its effectiveness. It covered topics like executive coaching applications, improving coaching effectiveness, best practices for coaching, and measuring coaching impact. Participants were encouraged to ask questions and provide feedback to enrich the discussion. The workshop aimed to build knowledge around structuring coaching engagements and relationships to maximize their benefits for both the individual executives and their organizations.
Dr. Sunil Kr Kapoor proposes executive/leadership coaching for leaders at DLF in Gurgaon to help them establish new attitudes, approaches, and behaviors. The coaching would use assessments and feedback to unlock each person's potential and improve performance, outlook, and leadership skills over 18 sessions spread over 6-15 months. The coaching process would follow the GROW model of setting goals, checking current reality, brainstorming options, and engaging in action plans. Tools like personality assessments, case studies, and exercises would be used to help coachees develop strengths and achieve goals. Upon completion, Dr. Kapoor would provide a report on the coaching outcomes and evaluations.
http://odofwny.wordpress.com/
The term coaching can mean different things in different contexts. In this meeting, we’ll discuss coaching as a development tool whereby a coach helps a leader move from their current state to a desired state. In this context, coaching follows a different model than training, mentoring, or giving feedback.
Are you giving a below par performance in your working organization or in your own business? If yes, then hiring an Executive coach will never be worthless. They will help you step by step in becoming a strong leader and to regain the confidence you have lost long before. But how will you choose the right Executive coach and how helpful they will be in the process of achieving your desired goal? Go through the slide to know the details.
This document discusses executive coaching and answers common questions about the process. It describes executive coaching as a way to create an "impossible future" for leaders and their businesses by developing leadership skills and improving business results. The document outlines that executive coaching is not for "losers" but for winners seeking to improve, is about accomplishing goals rather than therapy, and requires consistent effort rather than isolated events. It provides guidance on determining if a candidate is suited for coaching, choosing a coach, ensuring an effective coaching relationship, and establishing expectations and time commitments for coaching.
Executive Coaching - Purpose, Process and OutcomesCraig Juengling
Understanding how to develop leaders is crucial to succession planning and effectively managing growth in your business. Executive Coaching is one of the most powerful development tools available to the CEO and HR strategy leaders. Understanding when to use coaching is important. Learn more from this presentation.
More and more CEOS are retaining executive coaches. Unfortunately, there are still too many who do not. My proven approach to coaching CEOS is described in this PDF presentation.
EXECUTIVE COACHING PROGRAMS: BEST PRACTICES, KEY ISSUES, AND TRENDS FOR DRIVI...Human Capital Media
Executive Coaching is a holistic development process that takes leaders out of their comfort zones so they can be more self-aware and reflect on their leadership capability and effectiveness. Senior leaders and executives are commonly faced with navigating complex change, leading people and processes and managing the business to achieve objectives. Some of these leaders are in a succession plan and preparing to transition into a new role, while others need overall refinement of leadership skills to lead at the right level. In today’s business landscape, coaching is most effective when aligned with business objectives and the talent management strategy and not used reactively for remedial performance improvement. In this webinar, you will learn how organizations are using executive coaching for leadership development. The discussion will also review common leadership assessment tools and compare the value of internal vs. external coaching programs.
Session takeaways include:
Executive coaching strategy, purpose, and outcomes — how it is used in organizations.
Structure and process for a successful coaching outcome.
Building the coaching bench — skills, standards, and rigor.
Measuring the effectiveness of coaching.
Trends in executive coaching.
Executive coaching has become a widely used leadership development technique over the past decade. However, it remains underutilized in many organizations due to a lack of empirical research demonstrating its effectiveness. The authors conducted research to quantify the business outcomes and return on investment of executive coaching. They interviewed 100 executives who had completed coaching programs, as well as supervisors and HR representatives. The executives described behavioral changes, tangible business benefits, and estimated monetary value. Their estimates were adjusted to isolate the impact specifically from coaching. The results showed that executive coaching positively impacted behaviors, business outcomes, and provided an average return of over four times the cost of the coaching program.
A study was conducted to determine the return on investment (ROI) of an executive coaching program for 43 leadership participants at a Fortune 500 company. The coaching program produced significant benefits:
1) It generated a 529% ROI from increased productivity and a 788% ROI when including employee retention benefits.
2) Coaching improved business measures like productivity, employee satisfaction, and customer satisfaction.
3) 77% of participants reported coaching had significant impact on business measures and 60% identified specific financial benefits from coaching.
A coaching culture is defined as one where coaching is the predominant style of managing and working together, with a commitment to growing both the organization and its people. Organizations develop coaching cultures to focus on high performance, engage employees, and continuously develop skills at all levels. Key attributes include integrating coaching into policies, demonstrating commitment from senior leaders who coach others and receive feedback on their coaching skills, and permeating coaching principles throughout all relationships. While no organization has fully attained a coaching culture, frameworks exist to assess stages of development and guide organizations seeking to introduce or further develop their coaching culture.
Reinvent Performance Management-Build an Agile Coaching Culture V2ICC_ktlDr. Karyn Trader-Leigh
The document discusses the need for continuous learning and development in volatile, uncertain, complex, and ambiguous (VUCA) environments. It argues that traditional performance management and annual performance appraisals are no longer effective and instead, organizations should focus on building a coaching culture where managers use coaching skills to provide frequent feedback and development. An organizational coaching continuum is proposed that includes team, project, and employee engagement coaching. Building a coaching culture requires training managers in performance coaching to create high-performance work environments where employees can grow and develop.
"Executive Coaching Revealed: What You Need To Know" provides information for those who are considering engaging in an executive coaching process. The whitepaper provides definitions, coaching models, and a roadmap for selecting the right coach.
The document outlines 7 ways to improve coaching ROI and maximize the impact of coaching programs. It recommends: 1) preparing coachees' mindsets before programs begin, 2) securing senior management support and defining their roles, 3) prioritizing goals and measuring success, 4) selecting optimal target groups and individuals, 5) using competency models to guide outcomes, 6) tying progress to performance management, and 7) establishing progress review schedules. The document provides additional details on each recommendation and suggests assessing an organization's coaching system readiness through a short survey.
Leadership Coaching with Michelle Clarke 2015Michelle Clarke
The document provides information about Michelle Clarke Coaching and leadership coaching. It defines coaching as a peer-to-peer relationship that is focused on the present and future potential through goal setting and accountability. It contrasts coaching with mentoring, therapy, and training. It then introduces Michelle Clarke as an executive coach with various qualifications and describes the types of clients and industries she has coached. Finally, it outlines what leadership coaching entails, focusing on areas like leadership brand, competencies, inner well-being, influence, collaboration and networking.
Bringing Science to the Art of CoachingJim Clemmer
to coaching, we suggest:
This document discusses bringing more science and evidence to the art of coaching. It aims to answer key questions about coaching through applying research from related disciplines like counseling, interviews, and medicine.
1. Develop a standard set of questions that coaches can
use to structure their coaching conversations. These
questions should focus on specific past behaviors,
situations, and hypothetical future scenarios.
2. Train coaches on how to ask these types of questions
effectively and how to probe for more complete and
consistent answers.
3. Encourage coaches to practice these skills with each
other before using them with direct reports. Provide
feedback to improve consistency
Building & Sustaining a Coaching Culture - Bill Medd, Legacy Bowes GroupMBHomeBuilders
The opportunity for coaching occurs at every level throughout an organization. Employees move through roles and responsibilities that change from a narrow focus to leadership roles where process, task and people skills are required, to senior level roles with a focus on communication, influencing and strategic thinking. No individual has well developed skills in all areas upon assuming a new job and a good coach will identify areas for development and provide support and follow up in a consistent manner.
We can all become effective coaches and help our organization develop a coaching culture. It's good for our employees, good for us and good for the organization as a whole.
Business Coaching Essentials and FundamentalsGary B. Henson
Business Coaching 101: How to strike out on your own, generate 6- or 7-figures as a business coach, and provide MASSIVE transformation to your clients. Learn all the basics. Swipe our time-tested templates. Live BIGGER! BusinessCoach.com.
This document provides an overview of evidence-based practice and systematic reviews in organizational psychology. It discusses the origins and principles of evidence-based practice, how it aims to address issues with decision-making based on limited evidence. The document also covers common misconceptions about evidence-based practice, the role of practitioner expertise, and barriers to its adoption such as cognitive biases, fads, and lack of incentives. The overall goal is to communicate the main thinking behind evidence-based practice and how systematic reviews can be conducted.
This document discusses evidence-based human resource management. It begins by defining evidence-based practice and outlining some of the key problems that have prevented HR from being more evidence-based, including cognitive biases, fads and fashions, and lack of incentives for practitioners and academics. The document then examines some criteria for assessing how evidence-based HR currently is and discusses challenges such as management fashions, the role of consultants, and lack of incentives for using research evidence.
This document provides an overview of employee engagement from an evidence-based management perspective. It discusses the rise of employee engagement in practice and explores some key questions about what engagement means, how it can be measured, whether it predicts important outcomes, and if/how it can be improved. However, the document finds there is little high-quality evidence available to answer these important practical questions about engagement. It cautions that management fads and biases can influence practices more than evidence, and highlights the need for more rigorous research on engagement.
This document outlines a large systematic review conducted by the UK's Health and Safety Executive to develop evidence-based management standards for work-related stress. The review aimed to answer four questions: (1) What proportions of the population are exposed to harmful levels of nine key work stressors? (2) What are the effects of these stressors on health, well-being and performance? (3) What are the mechanisms by which stressors have these effects? (4) What organizational activities reduce stress? The review provides an example of a large, rigorous systematic review conducted to inform policy and practice guidelines.
Evidence Based Wellness (Helping Human Resources Shop Better)Joel Bennett
Objectives:
+ Distinguish between programs that may be sold well and those that work
+ Identify the common and core elements of effective wellness programs
+ Be able to evaluate whether your current or prospective programs are meeting the standard
This program was presented to HR Professionals at HR SouthWest in October, 2012 (Presenter: Dr. Joel Bennett, learn@organizationalwellness.com)
This document introduces the concept of evidence-based practice and its importance for management decision making. It argues that decisions should be based on the best available evidence from multiple sources, rather than just personal experience or popular ideas. Evidence-based practice involves asking questions, finding relevant evidence, critically evaluating it, weighing the evidence, making decisions based on it, and assessing the outcomes. Evidence can come from scientific research, organizational data, practitioner experience, and stakeholder values. Relying solely on personal judgment leads to biases and ineffective practices. Evidence-based practice helps improve decision making and outcomes.
This document discusses applying lessons from evidence-based medicine to leadership development. It proposes moving leadership development to a more "evidence-based" approach where the effectiveness of programs is measured by their impact on business results, not just participant satisfaction or learning. The document outlines a four-step process for organizations to directly link leadership development activities to key business strategies and measurable outcomes. Case studies are provided that measure the impact of leadership behaviors on employee commitment and link development programs to improving those high-impact behaviors.
Evidence-Based HR Management & Systematic Reviews
PhD Consortium of the 7th International Conference of the Dutch HRM network,
Rob Briner, Eric Barends
This document discusses evidence-based management (EBMgt), which aims to incorporate scientific knowledge into management decision making. It outlines the EBMgt process and reasons why managers may not use it, such as lack of awareness or perception that costs outweigh benefits. Barriers to implementing evidence-based medicine are similar to those for EBMgt. Teaching EBMgt to managers involves assessing available evidence and critically evaluating its applicability to address specific management questions. The goal is to close the gap between research and practice in management.
The document discusses evidence-based management (EBMgt), which involves making management decisions using four key sources of information: practitioner expertise, local evidence, research evidence, and perspectives of affected parties. EBMgt aims to increase the use of different types of evidence and use it more thoughtfully. The document argues that management could be more evidence-based than it currently is, as managers are often pressured to adopt quick fixes and fads instead of using research. It provides an example of how EBMgt could be applied to the issue of absence management in an organization.
This document discusses evidence based management practices. It defines evidence based management as making decisions using the best available evidence from multiple sources. The key aspects of evidence based management are that it is driven by science and data, reduces errors, and enhances expertise. The process involves asking questions, acquiring evidence, appraising evidence, aggregating evidence, applying it, and assessing the results. Evidence can come from empirical studies, organizational data, practitioner experience, and stakeholders. The document addresses some misconceptions about evidence based practices and provides examples of evidence supporting the use of evidence based practices.
Applying and Developing Evidence-Based Management in the Hospitality Industry...BORN
This document discusses evidence-based management (EBMgt), which involves making decisions using practitioner expertise, local evidence, research evidence, and stakeholder perspectives. EBMgt originated from evidence-based medicine and involves using scientific principles, facts, critical thinking, and considering ethical impacts. EBMgt is important for hospitality managers because research shows that common assumptions about employees are sometimes incorrect. The hospitality field needs to shift from relying only on experience to building an evidence-based foundation. Managers should develop skills like formulating questions, searching evidence, critical appraisal, integrating evidence and expertise, applying solutions, and evaluating results. Barriers to EBMgt include a lack of hospitality research and resistance to using it, but managers can overcome
This document discusses evidence-based management (EBMgt), which is making organizational decisions based on scientific principles, valid facts, critical thinking, and ethical considerations. EBMgt can lead to better decisions by learning from what works and avoiding what doesn't. It also allows for defensible decisions that can withstand scrutiny. The document outlines five good EBMgt habits: 1) get evidence into conversations, 2) teach/learn scientific and business evidence, 3) learn to gather evidence, 4) become "decision aware", and 5) reflect on ethical implications. It provides examples of how to interpret business facts and search for scientific evidence to improve decision making.
This document discusses evidence-based management and provides examples of how managers can make better decisions using evidence-based practices. It defines evidence-based management as making organizational decisions based on science, valid facts, critical thinking, and ethical considerations. The document outlines five good evidence-based management habits: 1) get evidence into conversations, 2) use relevant scientific evidence, 3) use reliable business facts, 4) become decision aware, and 5) reflect on ethical implications. It provides the example of pilot Chesley Sullenberger who successfully landed a plane in the Hudson River, demonstrating habits of evidence-based decision making.
1Running head NOVICE TO EXPERT2NOVICE TO EXPERT.docxvickeryr87
1
Running head: NOVICE TO EXPERT
2
NOVICE TO EXPERT
Novice to Expert: The Nurse’s Role in Research and Evidence-based Practice
Svetlana Alpin, Fantasia Batchelor, Evelin Andujar, Holly Booker
NUR 4165
Broward College
ASL Objectives:
6.1 Outline the Fundamental Principals of Evidence-Based Practice
6.2 Describe the Relationship between Research and Evidence-Based Practice
Novice to Expert: The Nurse’s Role in Research and Evidence-based Practice
Nursing is a field of practice with processes, policies, and procedures that are constantly evolving. Such changes do not come about by mere chance but rather on the shoulders of the many nurse researchers who lend a hand in nursing research and the fruition of such research is implemented as evidence-based practice (EBP). Throughout this reflection the terms nursing research and evidence-based practice will be utilized quite often, what do these terms really denote? Polit and Beck (2018) explain nursing research as an inquiry that is designed to retrieve trustworthy evidence about issues relevant to nurses and their clients. Evidence-based practice is identified as using the best evidence to guide patient care decisions and such evidence is typically generated from nurses and other health care professionals who engage in research (Polit and Beck, 2018).
Relevant and Meaningful Service within the Community
Knowing how important research is to the continued quality improvement within our field our group set out on a mission to educate fellow nurses about the need to engage in such research and aid in the implementation of evidence-based practice. The opportunity presented itself on April 16th, 2019 at the Hallandale Outpatient Surgical Center (HOSC). Our primary goal was to educate the nurses of the HOSC about the need to involve themselves in nursing research and evidence-based practices and to seek out opportunities around their workplace where extra research may lead to quality improvement.
Enhanced Academic Learning
Our ASL group utilized objectives: 6.1 Outline the fundamental principles of evidence-based practice, and 6.2 Describe the relationship between research knowledge and evidence-based practice. The theory that served as the backbone to our presentation was Patricia Benner’s theory of Novice to Expert. Nursing theorist Patricia Benner adapted the Dreyfus theory to nursing clinical practice and utilized the same five stages novice, advanced beginner, competent, proficient and expert to evaluate the progression of a nurse (Fishman, 2018). As nurses obtain the necessary experience from years on the job they become assets in the recognition of areas within the field that has room for change or improvement and may even be able to offer well-established solutions if they are able to involve themselves in nursing research. Using objective 6.1 we analyzed a few key principles to evidence-based practice some of which include identifying the best research evidence, listening to p.
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Does executive coaching work? The questions every coach needs to ask and (at least try to) answer.
1. Does executive coaching work?
The questions every coach needs
to ask and (at least try to)
answer
Rob B Briner
1
2. Some of The Questions
1. What are the general claims made for executive coaching
and what it can achieve?
2. What claims do I make as a coach to my clients about
the effectiveness of executive coaching and my coaching
practice?
3. What do I know about the size and quality of the
evidence-base for the effectiveness of coaching?
4. What do I know about what this evidence tells us about
the general effectiveness of executive coaching?
5. What does my experience of coaching tell me about the
effectiveness of coaching?
6. Does coaching work (given particular outcomes) better
than not doing coaching?
2
2
3. Some more of The Questions
7. Does coaching work better than doing something else which
might be cheaper and quicker?
8. If coaching is effective, are these effects sustained over time?
9. Are the effects of coaching worth having in terms of clinical or
practical significance?
10. What are the costs of coaching? Does it have any negative
effects?
11. If coaching does have negative effects can these outweigh the
positive effects?
12. What are the ethical issues, if any, raised by your answers to
these questions?
13. What are the professional and practice implications, if any, of
your answers to these questions?
3
3
4. The underlying logic of evidence-based
practice
Practitioners in any field routinely make
decisions and judgements (e.g., about
interventions)
Those decisions are based on evidence of
various types
Using evidence that is not relevant or valid is
likely to lead to bad decisions and bad outcomes
The more valid and relevant evidence that is
used the better the decision and outcome is
likely to be
4
4
5. Some common misconceptions around
EBP and coaching
Coaching is already an strongly evidence-based
practice. Lots of evidence but little good
evidence about effectiveness (see later)
Evidence means quantitative ‘scientific’
evidence. No. Evidence just means information
– like the use of ‘evidence’ in legal settings –
anything might count if it’s valid and relevant
Evidence-based practice means practitioners
cannot use their professional expertise. No.
Expertise is another form of knowledge which
can be as valid or relevant as any other
5
5
6. Where does the idea of evidence-based
practice come from?
What field is this?
– “a research-user gap”
– “practitioners do not read academic journals”
– “the findings of research into what is an effective
intervention are not being translated into actual
practice”
– “academics not practitioners are driving the research
agenda”
– “the relevance, quality and applicability of research is
questionable”
– “practice is being driven more by fads and fashions
than research”
6
6
7. Evidence-Based Practice in medicine
1960s Emergence of Evidence-based Practice: Fairly inconspicuous
for 30 years
1991 British Medical Journal: Where is the Wisdom?
Only 15–20% of medical interventions were supported by
solid medical evidence
1992 British Medical Journal: Scandal of Medical Research
Many practices do more harm than good
1993 Cochrane Collaboration formed
1995 Smith and Sackett launch ‘Journal of Evidence-based
Medicine’
1995 BBC TV program: Medicine was driven more by fads and
fashion than research
1996 By the end of the year most British Doctors had heard of
EBP: British Minister of Health – new mission to pursue EBP
7
7
8. Evidence-Based Practice in other fields
1998 Education
1998 Probation service
1999 Housing policy
1999 Social care
1999 Regeneration policy and practice
2000 Nursing
2000 Criminal justice
2005 Management?
2003 Coaching?
8
8
11. Grant (2005)
An evidence-based approach to coaching can make
the difference between the often overhyped
coaching that tends to be adapted from personal
development and motivational programs and
professional coaching that draws on solid theory
and research. Yet, if there is so little peer-reviewed
coach specific literature, how can we have evidence-
based coaching?
It refers to the intelligent and conscientious use of
the best current knowledge in making decisions
about how to deliver coaching to clients, and in
designing and teaching coach-training programs…
11
11
17. Evidence-based coaching?
The expression “evidence-based” used quite
a lot but…
Used to refer mostly to the idea that there
needs to be more research on coaching that
is used by practitioners
This is only one part of evidence-based
practice
Little discussion of what evidence-based
coaching would be in practice
17
17
23. What is evidence-based practice?
“Evidence-based management is about making decisions
through the conscientious, explicit, and judicious use of
four sources of information: practitioner expertise and
judgment, evidence from the local context, a critical
evaluation of the best available research evidence, and
the perspectives of those people who might be affected
by the decision.” (Briner et al., 2009, p. 19)
23
23
24. Evidence-based coaching
Element 1: Practitioner expertise and
judgement. The coach’s own experience and
judgement.
Element 2: Evidence from the local context. The
organization and the client.
Element 3: Critical evaluation of best available
research evidence. Published (and maybe
unpublished) coaching research.
Element 4: Perspectives of those who may be
affected by intervention decision. The views or
preferences of the organization and the client.
24
24
25. Some immediate problems…
Coaches already have a ‘solution’
Clients already have an ill-defined ‘problem’ which they
already believe coaching may fix
Coaches are, on the whole, employed to do coaching
Coaches are usually freelance – if they want income they
need to do what the client wants (unless have a large
potential client base)
Little opportunity or demand for individual coaches to
engage in full-on evidence-based practice (diagnosis or
assessment, large range of possible interventions)
Though doing more evidence-based practice possible
25
25
26. One of The Questions
What are the general claims made for
executive coaching and what it can achieve?
26
26
27. General claims…for example
We help people [through coaching] … increase their
leadership capacity.
Coaching positively impacts the bottom line by
retaining people and fulfilling their potential as
growth happens.
We are experienced coaches and have helped
hundreds of people to … find more fulfilling work.
Coaching is … a proven, practical way to achieve
your goals more quickly and effectively than you
would otherwise do.
[Coaching] … helped individuals and businesses
achieve their goals at the highest levels.
27
27
28. Some of The Questions
What do I know about the size and quality of
the evidence-base for the effectiveness of
coaching?
What do I know about what this evidence
tells us about the general effectiveness of
executive coaching?
Does coaching work (given particular
outcomes) better than not doing coaching?
28
28
29. But what about the evidence?
Whether or not [coaching] does what it proposes, however,
remains largely unknown because of the lack of empirical
studies. Some also question whether executive coaching is
just another fad in the long list of fads that have occurred in
consultation and business. (Kampa-Kokesch & Anderson,
2001, p.205)
To improve our understanding of whether these professional
coaching relationships really make a difference, though, much
more rigorous research is needed. (Feldman & Lankau, 2005,
pp.842–843)
… what is immediately vital is evidenced-based evaluation of
coaching…it requires evidence-based research of the highest
quality. Only then can one begin to make honest and
accurate claims about what it can offer. (Adrian Furnham,
2007) 29
29
30. Some views of the evidence-base
It is imperative that as psychologists we develop an evidence
base to support and extend this work. We need to know what
works, why, and for whom … An evidence-based approach is
the foundation on which our future success will be built, and
the yardstick against which it will ultimately be measured:
without this evidence base, we risk becoming pedlars of the
latest self-help fashion, a situation that would serve neither
us as professionals nor the people who we strive to serve.
(Alex Linley, 2007)
the development of coaching specific theory and evidence-
based practice is a major challenge facing academics,
researchers and practitioners. (Grant & Cavanagh, 2007,
p.241)
30
30
31. Some views of the evidence-base
The literature search failed to reveal any randomised
controlled outcome studies which examined the impact of
executive coaching conducted by professional executive
coaches. (Grant, Curtayne & Burton, 2009, p 396)
I’m aware of no research that has followed coached
executives over long periods; most of the evidence around
effectiveness remains anecdotal. (Ram Charan, 2009)
…we would hope to see by 2015 a detailed meta-analysis of
coaching as an intervention drawing on 40-100 RCT peer
reviewed published studies. (Passmore & Fillery-Travis, 2011,
p 80).
31
31
32. The coaching evidence-base narrative
Quite a lot of coaching research has been done.
Relatively little of it is good-quality research
about coaching outcomes.
We don’t really know with any degree of
certainly or precision whether coaching as an
intervention works in longer-term with non self-
report outcomes compared to other
interventions.
More of this sort of research is urgently needed
32
32
33. The coaching evidence-base narrative
Without research that demonstrates its
benefits, coaching as a profession and
activity may wither and die (though many HR
practices are without demonstrated benefit)
But don’t worry – more and better research
is being done all the time.
Pretty soon we will have enough RCTs and
coaching outcome studies to do a meta-
analysis
33
33
34. This narrative is weird/unusual
There are many areas of OP and HRM where
extremely popular practices lack good quality
evidence for there
Both researchers and (more so?)
practitioners tend to claim that the evidence
is good or at least promising and growing
Why are many coaching researchers and
some practitioners prepared to openly admit
ignorance?
34
34
35. Some of The Questions – with answers
Does coaching work better than doing something
else which might be cheaper and quicker? We do
not know.
If coaching is effective, are these effects sustained
over time? We do not know.
Are the effects of coaching worth having in terms of
clinical or practical significance? We do not know.
What are the costs of coaching? Does it have any
negative effects? We do not know.
If coaching does have negative effects can these
outweigh the positive effects? We do not know.
35
35
36. Using evidence and information
How can individual coaches critically evaluate
the quality and relevance of their own
experience and judgement?
What (valid) tools and techniques are available
to get information (and perspectives and
preferences) from organizations and clients and
how can that information be critically evaluated?
36
36
37. One of The Questions
What claims do I make as a coach to my
clients about the effectiveness of executive
coaching and my coaching practice?
37
37
38. BPS Code of Ethics and Conduct 2009
Excerpt 1: Ensure that clients … are given
ample opportunity to understand the nature,
purpose, and anticipated consequences of any
professional services … so that they may give
informed consent…But what is nature, and are
the purposes and consequences of coaching?
How is informed consent possible?
Excerpt 2: Psychologists should … (iii) Remain
abreast of scientific, ethical, and legal
innovations germane to their professional
activities …Do coaching psychologists remain
abreast?
38
38
39. BPS Code of Ethics and Conduct 2009
Excerpt 3: Psychologists should: … (i) Avoid
harming clients …Do we know enough about
if, when and how coaching is harmful?
Excerpt 4: Psychologists should: Be honest
and accurate in advertising their professional
services and products, in order to avoid
encouraging unrealistic expectations or
otherwise misleading the public. Given the
available evidence is coaching often mis- or
over-sold?
39
39
40. Some barriers to evidence-based
coaching
Dangerous plausibility
Motherhood and apple pie (just obviously
wonderful things beyond question or criticism)
Clients don’t seem to want it (beyond
feel/believe good)
Vested interests
– Coaching industry
– Particular techniques
Reverse causal logic
It’s like the enlightenment never happened
40
40
41. The dangerous plausibility of coaching
‘…a helping relationship formed between a client who has
managerial or supervisory authority and responsibility in an
organisation, and a coach who uses a range of cognitive and
behavioural techniques in order to help the client achieve a
mutually defined set of goals with the aim of improving his or
her professional performance and well-being and the
effectiveness of the organisation.’ (Grant et al., 2009, p. 396)
Definitions of coaching imply effectiveness, success, and
positive outcomes
What’s not to like?
How can it possibly not work?
How can it possibly go wrong?
41
41
42. Motherhood and apple pie stuff
Trying to help people is never wrong
Impossible to think about downsides
Cannot question motives of the helper
42
42
61. Reverse causal logic: Coaching does
work because why otherwise…
are coaches paid to do it?
do business buy it?
do individual clients pay for it?
do individual clients come back for more?
do coaching qualifications exist?
are there conferences on coaching?
are lots of books published about coaching?
are so many people employed to do it?
does it keep growing?
are there so many coaching businesses? 61
61
62. It’s like the enlightenment never happened
When applying it to human beings and their relationships,
I start to find this whole "evidence-based" stuff difficult to
pin down and hard to apply to the messy human
situations…
I believe utility is a good measure of effectiveness. I don’t
believe people use things if they don’t find them to meet a
particular need.
People can judge for themselves whether coaching is
effective.
Coaches can ask clients whether their coaching is working
for them and this is good evidence.
Most humans can sense their impact on others to some
extent and surely you cant dismiss all of that as invalid.
62
62
63. Some of The Questions
What are the ethical issues, if any, raised by
your answers to these questions?
What are the professional and practice
implications, if any, of your answers to these
questions?
63
63