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Coachfederation.org/ICFGlobal2012

“Executive Coaching, Leadership Effectiveness and Business Results:

What’s the real story?”

Willem Jan Hofmans, ACC (Switzerland)

Coachfederation.org/ICFGlobal2012

Academic Research Question

“What does the application of an integrated evaluation framework tells us about the effectiveness of

executive coaching?”

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Justification

• Managerial– Return on Investment (ROI) not easily

measurable– Aim of this research is to provide an evaluation

framework for managers

• Academic– Lack of empirical studies – does executive

coaching really do what it proposes?– The research aspires to contribute empirical

evidence regarding the impact of executive coaching

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Literature Gap I

• Lack of empirical evidence• An integrated insight into the effectiveness

of executive coaching has not yet been reported

• Integrated evaluation framework - Ely et al. (2010)

• Suggestions from De Meuse et al. (2009)• 360° and mindfulness body of knowledge

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Literature Gap II

• Separate impact from multi-source feedback from the impact of the coaching.

• Use of a control group to establish a comparison of impact.

• The significance of coaching objectives• Changing behaviour and the contribution of coaching to

improving emotional competence.• The issue of self-reporting by coaches and clients to

measure impact.• Organized and integrated approach to manage coaching

and measure coaching impact.

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Conceptual Framework

(X)(Y)

Executive Coaching

Leadership Effectiveness

Business Results

Client/CoachRelationship

CoachingProcess

(m)

(m’’)

(m’)

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Hypotheses

1)The relationship between the client and the coach will impact the effectiveness of the coaching (H1),

2)The achievement of coaching objectives (included in the coaching process), which are directly linked to the objectives of the organization, are a key criterion to establish coaching effectiveness (H2),

3)Executive coaching has a direct impact on leadership effectiveness (H3),

4)Executive coaching moderates business results (H4).

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Research Methodology

Selection ofCoaches

Qualitativeresearch ofmethodologiesused by theselected coaches Identification of

clients by thecoaches basedon establishedcriteria

Coachingprogram

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Research Methodology

Coaching Program

Client-coach,coach-client andobjectivesevaluation

360° Feedbackpre-coachingwith TLCP™, BPI and FMI pre-coaching

Coacheedebrief

Coaching 2 x month,1-2 hours per sessionfor 6 months

Define & agreekey coachingobjectives

3-Way Check-in:- Client, Boss & Coach- at 2, 4 and 6 monthsintervals

FinalDebrief

360° Feedbackpost-coachingwith TLCP™, BPI and FMI post-coaching

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The LeadershipCircle Profile

Leadership Effectiveness

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Leadership Effectiveness

TLCP-questions that make up this scale:•I am satisfied with the quality of leadership that he/she provide•He/she is the kind of leader that others should aspire to become•He/she is an example of an ideal leader•His/her leadership helps this organization to thrive•Overall, he/she provides very effective leadership

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Current Status - Executive Coaches

• Signing coaches up could be a research-project in itself

• Currently working with 7 coaches– All TLCP-certified– 3 PCC’s, 2 ACC’s and 2 coaches without a

credential– 4 out of the 7 attended the Georgetown

University Leadership Coaching program• In need for more coaches to sign up

– Criteria:• TLCP-certified• ICF-credential or coach-training & hours equivalent

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Current Status - Data

• Five coaching engagements have been completed, one almost

• Insufficient data for solid statistical analysis• Moderation analysis can not be performed as of

yet

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Current Status - Preliminary Results H1

Case Relationship Index Client-Coach

Leadership Effectiveness change***

Mindfulness change****

Composite change

1* 117% -8% +10% +2%

2* 102% -1% +22% +21%

3* 106% +8% +20% +28%

4* 136% -1% -4% -5%

5* 133% -4% 0% -4%

6 ND +41% ND

* Denotes significant change** Boss-assessment*** Evaluators-assessment**** Self-assessmentND No data yet – being collected

Green = improvementOrange = no significant changeRed = deterioration

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Early Indications

• (H1) The more balanced the relationship between the coach and the client, the more effective the coaching

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Current Status - Preliminary Results H2

Case Achievement of Coaching Objectives Index

Leadership Effectiveness change***

Mindfulness change****

Composite change

1* 90% -8% +10% +2%

2* 75% -1% +22% +21%

3* 80% +8% +20% +28%

4* 77% -1% -4% -5%

5* 70% -4% 0% -4%

6 ND +41% ND

* Denotes significant change** Boss-assessment*** Evaluators-assessment**** Self-assessmentND No data yet – being collected

Green = improvementOrange = no significant changeRed = deterioration

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Early Indications

• (H1) The more balanced the relationship between the coach and the client, the more effective the coaching

• (H2) There is inconsistency in the data as of yet between the achievement of coaching objectives and effectiveness of coaching

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Current Status - Preliminary Results H3

Case Leadership Effectiveness change***

Mindfulness change****

Composite change

1* -8% +10% +2%

2* -1% +22% +21%

3* +8% +20% +28%

4* -1% -4% -5%

5* -4% 0% -4%

6 +41% ND

* Denotes significant change** Boss-assessment*** Evaluators-assessment**** Self-assessmentND No data yet – being collected

Green = improvementOrange = no significant changeRed = deterioration

Coachfederation.org/ICFGlobal2012

Early Indications

• (H1) The more balanced the relationship between the coach and the client, the more effective the coaching

• (H2) There is inconsistency in the data as of yet between the achievement of coaching objectives and effectiveness of coaching

• (H3) In 4 out of 6 cases coaching appears to have a positive impact on composite leadership effectiveness

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Current Status - Preliminary Results H4

Case Composite LE*** & FMI**** change

Business Performance Index Change**

1* +2% +15%

2* +21% -14%

3* +28% -14%

4* -5% 0%

5* -4% -43%

6 ND ND

Green = improvementOrange = no significant changeRed = deterioration

* Denotes significant change** Boss-assessment*** Evaluators-assessment**** Self-assessmentND No data yet – being collected

Coachfederation.org/ICFGlobal2012

Early Indications

• (H1) The more balanced the relationship between the coach and the client, the more effective the coaching

• (H2) There is inconsistency in the data as of yet between the achievement of coaching objectives and effectiveness of coaching

• (H3) In 4 out of 6 cases coaching appears to have a positive impact on composite leadership effectiveness

• (H4) In the current data only one out of five cases shows a possible positive relationship between coaching and business results

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Current Status - Preliminary Results H1

Case LE pre*** LE post*** % Same Evaluators

1* 27% 19% 38%

2* 31% 30% 55%

3* 17% 25% 57%

4* 20% 19% 75%

5* 18% 14% 50%

6 52% 93% 90%

Green = improvementOrange = no significant changeRed = deterioration

* Denotes significant change** Boss-assessment*** Evaluators-assessment**** Self-assessmentND No data yet – being collected

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Current Status - Preliminary Results

Others- vs Self EvaluationsCase Business

Performance Index change**

Business Performance Index change****

Leadership Effectiveness change***

Leadership Effectiveness change****

1* +15% 0% -8% +18%

2* -14% +29% -1% +5%

3* -14% 0% +8% -21%

4* 0% 0% -1% -20%

5* -43% -15% -4% -8%

6 ND ND +41% +64%

Green = improvementOrange = no significant changeRed = deterioration

* Denotes significant change** Boss-assessment*** Evaluators-assessment**** Self-assessmentND No data yet – being collected

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Current Status - Preliminary Results

Self Awareness & MindfulnessCase Self Awareness

change ***Self Awareness change****

Mindfulness change****

1* -8% +32% +10%

2* +14% +12% +22%

3* +9% +57% +20%

4* -8% -32% -4%

5* -11% -18% 0%

6 +43% +22% ND

Green = improvementOrange = no significant changeRed = deterioration

* Denotes significant change** Boss-assessment*** Evaluators-assessment**** Self-assessmentND No data yet – being collected

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Preliminary Conclusions

• Collection of empirical data: a challenge for coaches?

• Insufficient data to draw any meaningful conclusions at this point in time

• Client’s environment, and changes therein, can not be underestimated

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Open Questions

• Balance between leadership effectiveness and mindfulness

• Impact of changes in evaluators