Business results were 21 percent higher among organisations whose senior leaders ‘very frequently’ make an effort to coach others, according to the Bersin by Deloitte study. There is a significant trend within organisations to move away from “Competitive Assessment” model to the “Coaching and Development” model. Organisations that have been successful in their transitions have reaped the benefits.

1. Business results were 21 percent higher among organisations whose senior leaders ‘very
frequently’ make an effort to coach others, according to the Bersin by Deloitte study. There is a
significant trend within organisations to move away from “Competitive Assessment” model to the
“Coaching and Development” model. Organisations that have been successful in their transitions
have reaped the benefits.
A report, titled High-Impact Performance Management: Maximizing Performance Coaching by
California-based advisory firm Bersin, cited that organisations where senior management “very
frequently” coached had demonstrated 21 percent higher business results. This study went on to
further report that organisations with well-established support for coaching showed 39 percent
stronger employee results, like better employee engagement, productivity and customer service.
The report is based on responses from nearly 200 US companies. This report is a follow up on an
earlier Bersin study on performance coaching that revealed that 70 percent of organisations moved
away from the traditional performance reviews in favour of coaching. However, the report also
noted that most managers don’t know how to coach and are reluctant to do so.
It seems that a major hindrance to coaching by managers is the lack of structure - a typical coaching
session will revolve around the coachee raising issues they have encountered since the last coaching
session, and the coach providing feedback and guidance as to how the coahcee should handle such
situations in the future. There are multiple problems with this:
1. The quality of the coaching is dependent on the coach’s abilities and talents.
2. The results depend a lot on the coachee’s ability to transfer the contents of the coaching
session to real life. Not every manager will know how to implement solutions the next time
they face a similar situation in real-life; and what happens when they face a different
situation? The coach is not there to provide real-time feedback. It is a bit like teaching
someone to drive without giving them a car…
3. Top management finds it difficult to invest in coaching (or training to become a coach) when
they can’t see tangible and measurable deliverables.
The above results in lack of interest by managers in coaching, and reluctance by top management to
invest in training manager to coach.
N.E.W.S.™ methodology is different – it is both structured and measurable, and therefore more
easily approved by top management and acceptable and implementable by managers who are
trained as coaches.
The tools we provide let the manager, in their capacity as an on-the-job coach to:
- Analyse the situation in front of them
- Categorise the elements that need to be dealt with
- Apply pre-defined frameworks to each situation
Obviously, managerial qualifications are required but the process is not based on a holistic approach.
It is clear, concise, and replicable and therefore applicable to any manager who is trained to deliver
it. Thanks to its structure, managers find it easy to adopt and implement these tools in their daily
business lives and top management is more willing to invest in such training.
And to sweeten the pill even more, we can train the organisation’s HR team to deliver our Manager
as a Coach and Manager as a Team Navigator in-house.