This document discusses the benefits of coaching for both individuals and businesses. It defines coaching as focusing on developing confidence, alternative perspectives, management skills, and potential in individuals. Research finds most businesses use coaching and coaching expenditures are rising. Coaching is commonly used for leadership development, recruitment, retention, performance improvement, succession planning, culture change, motivation, and managing change. Coaching works best when supported by management and introduced as a standard practice, and is most effective at developing voluntary relationships using powerful questioning. Evaluation of coaching's impact commonly looks at stories, key performance metrics, and return on expectations.

1. What Coaching can do for YOU
and your BUSINESS
Dr Lise Lewis
Bluesky International
EMCC International President

2. What is coaching?
• An activity within professional, organisational and personal development focusing
on individuals, teams, organisations or wider contexts
• Special purpose of:
• Increasing others’ confidence in their own ideas and prospects
• Helping others to see and test alternative ways for improving competence,
decision making and enhancement of quality of life
• Developing management and leadership capability
• Unlocking a person’s potential
• Helping people to learn rather than teaching them
Extract: European Mentoring and Coaching Council (EMCC) Definition

3. CIPD research on coaching 2011
• 77% surveyed use coaching
• 84% of these are using it more than 2 years ago
• Expenditure on coaching rising
• Key part of learning and talent development
• Mix between line managers, internal / external coaches as delivery channels
How are businesses using coaching?

4. Topics for Leadership
• Don’t build or leverage peer rela2onships – not a team player
• Promoted too fast – insufficient depth of experience, maturity
• Cannot execute through others – doesn’t develop other leaders
• Lacks personal impact – doesn’t project confidence
• Stops growing – not open to feedback and lacks introspec2on
• Ego gets in the way – tries to go it alone
• Avoids accountability – doesn’t take responsibility for own decisions and/or ac2ons
• Micro-managing
• KPIs
• ‘Can’ or ‘can’t do’ culture
• Because it can be ‘lonely as a leader’!!!!!

5. Benefits of coaching
Easier recruitment and induction
• Expectations coaching will be available – a ‘right’ not a ‘nice to have’
Retention
• People 1/3 less likely to leave while they have a coach – ’feel invested in’
• Case Study:
• Millennials / Generation Y born between 1980 and 1995
• Decision factor in whether to accept a position
• Part of package when taking on a new role
• More than ‘buddying’

6. Benefits of coaching
Improves performance
• Used to tackle poor performance
• Lifts capability in good performers
• Engenders responsibility for making things happen
• CIPD reports usage in these areas has doubled since 2009 survey
• Case Study:
• Increases productivity and business performance
• Interpersonal relationships – v – skills deficit

7. Benefits of coaching
Succession planning
• Growing the talent pool
• Supports skills development by encouraging ownership of learning
• Case Study:
• Demographics – 50+ fastest growing age group at work
• As younger workers entering workforce – older workers will decline 15% over next 15 years while
demand for talent will increase by 25% (McKinsey and Company Study)
• Different knowledge set:
• 20s IT literate – used to multi-tasking – enjoy collaboration
• 50s experienced – knowledgeable – commercial know-how – enjoy collaboration

8. Benefits of coaching
Managing the corporate culture
• Promoting the values and behaviours the organisation wishes to promote
• Case Study:
• Changes in leadership
• Matching corporate and personal values
• Middle management block
• Competence frameworks

9. Benefits of coaching
Motivation and Job Commitment
• Tend to be more loyal, resilient to setbacks and find more satisfaction from work – ‘cared for’
• Case Study:
• Stronger psychological contract
• ‘Proud to belong’ to caring employer
• Business profile raised in external market as a people-focused organisation
• Feeling involved with the purpose and emotional impact of change
• Business environments are turbulent and have to adapt to new situations and problem solving
• Pace of change

10. When is Coaching MOST effective?
• Supported by managers / leaders as role models
• Introduced as a way of working
• Works best as a voluntary relationship
• Utilises those with powerful questioning and listening skills
• Engages a strategy for developing coachees while saving time and money
• Is vital for pace of change

11. When is Coaching NOT effective?
• It’s not an opportunity for a friendly chat – has to be business focused on improving
performance and gaining results
• Not a guarantee of promotion
• Not a replacement for line manager responsibilities
• Not a ‘grizzle fest’
• Needs to be time limited for a specific purpose

12. Evaluation
• Stories and testimony remain the focus of coaching evaluation (around 30%)
• Key performance indicators (KPIs) are not far behind as a measure of success
• Return on investment (ROI) and return on expectation (ROE) rarely used

13. Contact:
e-mail: lise.lewis@blueskyinternational.com
web: www.blueskyinternational.com
• : @blueskyintl
T: 01242 242406