“80% of success is showing up.” Woody Allen
DOES COACHING REALLY WORK?
Have a look at my Talent Management magazine column1.
Coaching models and practitioners seem to be increasing exponentially these days. There are even organizations and training institutes devoted specifically to this particular intervention—each with different models, approaches and even ethical/professional guidelines.
It seems “everyone” is now doing “coaching” for a variety of clients and presenting problems. Many of the larger human resources consulting and outplacement companies now provide and “specialize” in coaching services.
Countless coaching books and articles are being published on the topic despite little or no systematic research or evaluation behind them. A very recent thorough literature search on coaching reveals few peer reviewed published studies demonstrating the effectiveness of any coaching model or process2.
In fairness, a few case studies have been published in academic journals boasting of successful results. Furthermore, meta-analytic evidence of over 600 studies suggests that feedback interventions, a cornerstone of all coaching models, can actually cause a decrease in performance3.
Some evidence that coaching does pay off, comes from a recent survey of 100 Executives by Manchester Inc., of Jacksonville, Florida. From the survey of respondents who received coaching, it was estimated that coaching resulted in an average return of 5.7 times the initial investment. Furthermore, coaching contributed to a perception of increased productivity for 53 percent of respondents and improved quality of work for 48 percent of the respondents. When asked in the survey, which work group relationships improved as a result of coaching, the results indicated that 77 percent reported improvement with direct reports, 71 percent reported improvement with immediate supervisors and 63 percent reported improvement with peers. Of those receiving coaching, 61% reported a significant increase in their level overall level of work and job satisfaction.
In our experience coaching does in fact make a difference. We have evidence that coaching results in significant changes in behavior and skills as viewed by supervisors, direct reports and team members when comparing changes in pre and post coaching administration of multi-rater feedback instruments. Especially noticeable are improvements in skills in the areas of communications, sensitivity, listening, and overall business relatedness. In fact in a one-year follow-up study in a large communications conglomerate we have found that significant behavior change was observed by supervisors of those being coached utilizing a comprehensive intervention using individual assessment (multi-rater feedback, personality and career), developmental planning and follow-up meetings4.
We all believe talent can change…but probably not that much even with the most appropriate assessments to illuminate one’s strengths and blind spots. “Old dogs” who are poor performers typically just get older…..Be well….
tags]executive coaching, assessment, performance coaching, behavioral interviewing, emotional intelligence, personality inventories, 360 feedback, interests, assessment centers, multi-rater feedback systems, cognitive ability measures, self ratings, peer ratings, kenneth nowack, ken nowack, nowack[/tags]
- Nowack, K. (2007). Using Assessments in Talent Coaching. Talent Management. Volume 3 (12), p.18 [↩]
- Kampa-Kokesch, S. & Anderson, M. Executive coaching: A comprehensive review of the literature. Consulting Psychology Journal: Practice and Research, 53, 205-228 [↩]
- Kluger, A. & DeNisi, A. (1996). The effects of feedback interventions on performance: A historical review, meta-analysis and preliminary feedback theory. Psychological Bulletin, 119, 254-285 [↩]
- Nowack, K. (2005). Longitudinal evaluation of a 360 degree feedback program: Implications for best practices. Paper presented at the 20th Annual Conference of the Society for Industrial and Organizational Psychology, Los Angeles [↩]