Measuring Organizational Coaching Integration: A Case Study
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From an observer's perspective, this case study evaluates the degree to which a coaching capability is embedded into the culture of an educational non-profit.
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Measuring Organizational Coaching Integration: A Case Study
- 1. Measuring Organizational Coaching Integration: A Case Study Thomas E. Anderson, II CEO and Facilitator www.teaiiano.com
- 2. Coaching and Change • 2 out of 3 organizational changes initiatives fail • Correlation between coaching cultures & change management • 6 Criteria signal strong coaching cultures • Valued by employees • Valued by managers • Coaching specific training for managers and internal coaches • 3 coaching modalities (internal, external, managers/leaders) • Fixture with dedicated line item in budget • Equal opportunity to receive professional coaching • Only 15% of organizations exhibited these qualities… Sources: Aiken & Keller, 2009; Filipkowski, Ruth, & Heverin, 2018 www.Teaiiano.com © 2019 Thomas E. Anderson, II 2
- 3. Degrees of Coaching Integration Degree Form of Coaching Description 1st Individual Coaching Individual(s) coached (usually exec. or manager) External coach Organic form 2nd Coaching within a development program Coaching to achieve program outcomes (i.e. performance, well-being, etc.) 3rd Coaching program For selected individuals/groups External and/or internal coaches 4th Coaching capability Coaching skills and competencies mobilized (taught and modeled) Available on various organizational levels 5th Coaching as a strategic leadership initiative Support of executive leaders Tied to business goals, effectiveness measured 6th Coaching culture Consistent integration into organizational life, deep structure and communication patterns www.Teaiiano.com © 2019 Thomas E. Anderson, II 3
- 4. “Raising the Bar” Research Questions (RQs) • What are effective ways to assess the degrees to which coaching is integrated into organizational life? • What are effective ways to assess whether a coaching culture exists in an organization? • What are effective ways to evaluate the likelihood of success to build an organizational coaching capability? www.Teaiiano.com © 2019 Thomas E. Anderson, II 4
- 5. Case Example • Training services for middle and top-tier managers • Innovative approach assisting at-risk youth with college and career readiness • Challenge - direct reports giving feedback up the chain of command • Potential to change communication culture • Senior managers able to coach their people • 85% of staff Millennials • Researcher observation Educational Company New York, NY www.Teaiiano.com © 2019 Thomas E. Anderson, II 5
- 6. Managerial Coaching Skills Assessment (MCSA) • Correlates with coaching competencies • Senior managers engaged direct reports with coaching behaviors • Open questioning • Active listening • Giving feedback • Receiving feedback • Evidence of positive coaching experiences • Foundation for organizational coaching integration Source: David and Matu, 2013. www.Teaiiano.com © 2019 Thomas E. Anderson, II 6
- 7. Coaching Organization Assessment Exercise (COAE) Potential challenges • Valuing management • Trust, authority & power • Diversity Source: Hunt and Weintraub, 2007 OCAE Contexts Score Organizational Culture 56% Business Strategy 60% Strategic Human Resource Management 4% Coaching-related Activities Experience 42% Total 37% Strengths • Managers’ coaching skills • Relationships • Business context www.Teaiiano.com © 2019 Thomas E. Anderson, II 7
- 8. Coaching Culture Inventory (CCI) • 5 Dimensions • Leadership • Coaching Development • Context and Strategy • Coaching Resources • Creation of Coaching Opportunities Source: Jenkins, 2017 www.Teaiiano.com © 2019 Thomas E. Anderson, II 8
- 9. Case Example Insights Strengths • Business strategy and organizational culture • Coaching-related activities • Managers' coaching capability Needs Development • Direct reports giving feedback • Managers receiving feedback • Building and maintaining trust • Valuing management • Managing diversity Major Areas of Inquiry • (S)HRM practices • Dedicated coaching resources www.Teaiiano.com © 2019 Thomas E. Anderson, II 9
- 10. Wrap-Up and Q & A • Success Factors • Leadership culture • Challenge • Employee perception of management dynamic • Preparation Needed • Building and maintaining trust • Valuing management • Q & A www.Teaiiano.com © 2019 Thomas E. Anderson, II 10
- 11. References Aiken, C., & Keller, S. (2009, Apr). The irrational side of change management. McKinsey Quarterly. David, O.A., & Matu, S.A. (2013). How to tell if managers are good coaches and how to help them improve during adversity. Journal of Cognitive and Behavioral Psychotherapies, 13(2), 259-274. Filipkowski, J., Ruth, M., & Heverin, A. (2018). Building a Coaching Culture for Change Management. Cincinnati, OH: Human Capital Institute. Hunt, J.M., & Weintraub, J.R. (2007). The Coaching Organization: A Strategy for Developing Leaders. Thousand Oaks, CA: Sage. Jenkins, J. (2017). Developing a Coaching Culture Pilot Measure (Master’s thesis). Available from ProQuest Dissertations & Theses Global. (UMI No. 10746727). www.Teaiiano.com © 2019 Thomas E. Anderson, II 11
- 12. 2019 Coaching Research Roundtables Regent University School of Business and Leadership ”Raising the Bar" Dr. Diane M. Wiater, Chair May 17, 2019 Thomas E. Anderson, II CEO & Facilitator 917-647-6879 t_anderson@teaiiano.com www.teaiiano.com
Editor's Notes
- 2008 McKinsey Study found 1 in 3 organizational change programs succeed Coaching cultures positively impact change management (ICF, 2018). 6 Criteria signal strong coaching cultures Valued by employees Valued by managers Coaching specific training for managers and internal coaches 3 coaching modalities (internal, external, managers/leaders) Fixture with dedicated line item in budget Equal opportunity to receive professional coaching Only 15% of organizations exhibited these qualities… POINT: (Even though) the ICF/HCI report outlined the 6 criteria, the extent to which folks with coaching skills were involved in change management activities, and explored the correlation between coaching cultures and change management – there are other reasons to measure how coaching integrates into organizational life.
- Keeping with the idea of integration…This chart shows degrees to which coaching is integrated and mobilized in an organization. What I understand from the literature. Readiness for organizational coaching increases as the level numbers increase. The higher the degree, the more coaching is: Integrated into organizational culture Available on all organizational levels Inclusive of many forms of coaching/coaches in many venues/disciplines (i.e. change coaching, performance coaching, executive coaching, etc.)
- What are effective ways to assess whether a coaching culture exists in an organization? (being level – embedded into the identity, values and assumptions of the organization – into its cultural DNA – we are coaches) What are effective ways to assess the likelihood of success to build an organizational coaching capability? (doing level – exists as an activity)
- Case (in progress): Training services for middle and top-tier managers Education Company Innovative approach to assist at-risk youth with college and career readiness Experiencing a challenge with direct reports giving feedback up the chain of command Potential to change the communication culture Observed that the senior managers of this branch were great at coaching their people 85% of staff were Millennials Disclaimer: This presentation is based on my (researcher’s) observation. Managers have not taken any coaching assessments. This functions as the initial assessment to gauge the likelihood that a coaching initiative would succeed.
- Senior managers engaged program managers Questions – open – designed to explore different solutions for solving a problem or performing a task (Competency C.6) Managers gave feedback – solicited feedback from direct reports Direct reports experienced discomfort giving feedback to managers Also experienced challenges receiving feedback from managers’ Process for coaching integration has begun with senior managers Roll over assessment of senior managers’ coaching skills into broader organizational context using coaching assessments – COAE and CCI
- Optimistic approach - if org shows at least one criteria, may be a chance ("believe the best") – Looks at total system (OD) Cultural Context (18 out of 32) (values and assumptions level) Trust (negative impact need to be examined) Humanistic-orientation (positive impact ) Relationship-orientation (positive impact) Learning-orientation Guidance-seeking Organization-specific knowledge Valuing management (negatively impacts trust; evidenced by authority & diversity related challenges) Performance management Diversity (coaching could help with diversity dynamic…) Innovation TQM & Process Improvement The Business Context (3 out of 5) Business strategy (long-term orientation; innovative model; requires some degree of organic growth) Growth Skill development The Human Resource Management Context (1 out of 24) Talent (S)HRM Practices Organizational Experience with Coaching-Related Activities (5 out of 12) Senior manager experiences Coaching satisfaction Perspectives of coaching Coaching activities Total: 27 out of 73
- Leadership (6 out of 8) 4 solid Managers have basic knowledge of coaching skills & principles Leaders invest organizational resources (time, money, etc.) towards helping individuals reach their highest potential, and using coaching to assist… 2 potentials Managers use coaching skills during performance conversations (to challenge assumptions, follow curiosity, ask questions, etc.) Managers invest time to coach their employees Coaching Development (2 out of 6) 1 solid Coaching is used to develop people 1 potential Coaching is used an an ongoing employee development tool Context and Strategy (2 out of 9) 2 solid We believe that engaging in coaching conversations will lead to better outcomes It is recognized that individual strengths and talents contribute to the success of the organization Coaching Resources To be determined Creation of Coaching Opportunities 2 solid We believe that engaging in coaching conversations will lead to better, more positive outcomes Barrier – trust, authority issues, valuing management Coaching is used to help people tap into their own potential
- Coaching culture – potentially bridge gap between group level strategic thinking/brainstorming/feedback sessions and final decisions Way to empower the employees – and examine their assumptions – Ex: 5 Whys Manager’s coaching capability – clearly been exposed to coaching – easier to mobilize the skills throughout the organization Peer level coaching – could help – even though it is not listed as a component of coaching culture or coaching capability (why not?) Diversity – presents a challenge – hire for diversity – challenge is in managing diversity – integrating cultural dynamics (i.e. on hierarchical levels, and national culture) Challenged by authority/power dynamic Mitigated speech patterns watered down bottom-up feedback Coaching culture could accomplish their objective Setting aside time for 1:1 and group coaching sessions Need to do a cultural island type exercise first – talk about experiences with authority (multi-cultural group) Can use coaching skills to resolve ongoing conflicts
- Coaching competencies embedded into communication norms? (CCI & MCAS) Coaching Capabilities mobilized throughout the organization? ( Likelihood that organizational culture has capacity to accommodate an organization-wide coaching capability? (OCAE) Thinking about organizations you work with: What are some reasons that an organization’s coaching capability or level of coaching integration would be assessed? What results would senior managers want to see? What results would employees want to experience? How important is it to assess whether coaching is embedded into the organization’s culture versus whether the organization has the ability to mobilize coaching in an operational way? What are situations that would deem it necessary to evaluate the likelihood of success to build an organizational coaching capability?