BUILDING A COACHING CULTURE WITH MILLENIAL LEADERS

Emily Kamunde-Osoro

President

International Coach Federation Kenya Chapter

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About International Coach Federation

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International Coach Federation (ICF)

33,711

144

130

ICF Global Members

Countries

Chapters

23 ICF Years in Existence

22,271 ICF Credential Holders

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INTERNATIONAL COACHING WEEK

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Defining Coaching

• Partnering with clients in a thought-provoking

and creative process that inspires them to

maximize their personal and professional

potential

• Client-driven

• Focuses: setting goals, creating outcomes,

managing personal change

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The Coach’s Role

• Discover, clarify and align with what the client

wants to achieve

• Encourage client self-discovery

• Elicit client-generated solutions and strategies

• Hold the client responsible and accountable

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What Coaching Isn’t

• Therapy

• Consulting

• Mentoring

• Training

• Athletic Development

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The Decision to Partner

with a Coach

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Typical Reasons

• Optimize individual/team work performance (42%)

• Expand career opportunities (33%)

• Increase self-esteem/self-confidence (31%)

• Improve business management (29%)

• Manage work/life balance (27%)

Source: 2014 ICF Global Consumer Awareness Study

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Types of Coaching

• Numerous disciplines and niches; lots of overlap

• Main specialties (according to coaches) cover broad spectrum*– Leadership (23%)

– Business/organizations (15%)

– Executive (15%)

– Life vision and enhancement (13%)

• Overlap between personal and business coaching

*Source: 2012 ICF Global Coaching Study

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Investment

• Financial (average hourly fee/client type)*– Executive: $350 USD

– Business owner/entrepreneur: $220 USD

– Team leader: $170 USD

– Staff member: $120 USD

– Personal client: $120 USD

• Time/energy– Varied appointment and engagement lengths

– Readiness to commit to making real changes

*Source: 2012 ICF Global Coaching Study

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Hiring Tips

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Choosing a Coach

• Find a Coach– Free, searchable database of ICF-credentialed coaches

– Coachfederation.org/findacoach

• Geography a factor for in-person; virtual/telephonic engagements also an option

• Interview 3 coaches; request 2 references/coach

• Connection counts

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Questions to Ask

1. What is your coaching experience?

2. What is your coach-specific training?

3. What is your specialty?

4. What types of businesses do you work with most often?

At what levels?

5. What is your coaching philosophy?

6. What types of assessments are you certified to deliver?

7. What are some of your coaching success stories

(i.e., specific examples/case studies)?

8. Are you a member of ICF? Do you hold an ICF Credential?14

What to Expect

• Written coaching agreement

• Assessments/pre-work

• Emphasis on powerful questions

• Accountability for your goals and actions

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HUMANIZING THE WORKPLACE

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Organizations are no longer assessed

based only on traditional financial

performance. They are increasingly

judged on the basis of their

relationships with their workers,

customers, communities and society

impact at large

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From Business Enterprises to Social Enterprises

2018 Human Capital Trends, Delloite

Organizational leadership has a

fundamental role of shaping the

emotional and physical

environment in which people can

show up at their best.

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2018 TOP 10 HUMAN CAPITAL TRENDS

2018 Human Capital Trends, Delloite

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WELL BEING

Leading companies are developing strategies that address

societal concerns such as longevity and wellbeing—and

doing so in ways that help Improve productivity and

performance.

According to Delloite, the definition of wellbeing has

expanded dramatically to include arrange of programs

aimed at not only protecting employee’s health but

actively boosting performance as well as social and

emotional well being

2018 Human Capital Trends, Delloite 20

Well being was rated among the top 10 Human

Capital Trends in 2018 by Delloite.

Driven by the always-on nature of digital

business and 24/7 working styles, studies now

show that more than 40% of all workers face high

stress in their jobs, negatively affecting their

productivity, health and family stability

WELL BEING IS A TOP LEADERSHIP

STRATEGY & RESPONSIBILITY

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WELLBEING & MILLENNIALS

2018 Human Capital Trends, Delloite

According to Delloite’s Millennial survey, a

majority of surveyed millennials in 19 out of 30

countries report that they do not expect to be

‘happier’ than their parents

Well being benefits are particularly important to

younger employees

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WELLBEING & MILLENNIALS

2018 Human Capital Trends, Delloite

Millennials who now make up half of the workforce

in many countries, spend almost twice as much on

“self-care” as baby boomers do

This has fed the growth of consumer apps (available

as employer programs) for

mindfulness,

cognitive-behavioural

Online personal and professional coaching

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THE WELL-BEING REVOLUTION IS A GAME

CHANGER

This age of complexity is prompting us to ask

new questions about what it means to be

human.

When we open our hearts and minds to these

questions, we learn to be more purposeful,

empowered, connected and whole.

We are in the midst of a revolution where well-

being values are altering how we live and work.

Coaching World Newsletter Issue 20 Nov 2016

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ARE LEADERS READY?

“the ability to lead well-being is an increasingly

critical competency for leaders”

“Institutions, organizations & communities are the

mirrors of how we think and what we value”

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USING WELL-BEING A STRATEGIC RESOURCE

I seek to live an integrated, functional life today, rather

than putting such goals off to an indeterminate future.

A deeper drive for health and sustainability guides my

pursuits as a leader and human being.

I take time to renew my mind, body and spirit so I can

use my health and well-being to function optimally.

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Top 7 Critical behaviors identified by leaders

Coaching World Newsletter Issue 20 Nov 2016

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Humor and joy are part of my leadership repertoire.

During times of high stress, I maintain inner composure,

self-control and level-headedness, instead of lapsing into

rash reactions, lashing out at others or other unproductive

behaviors.

I meet the many demands of my life and leadership with a

sense of ease and deep satisfaction.

USING WELL-BEING A STRATEGIC RESOURCE

Top 7 Critical behaviors identified by leaders

I recognize my personal signals of stress and work smart to

forestall burnout.4

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BUILDING A COACHING CULTURE

WITH MILLENNIAL LEADERS

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Millennials (born 1983-1996) makes up the largest

part of the U.S. workforce.

Millennials are also predicted to make up half of the

global workforce by 2020

Mass retirement of Baby Boomers and inadequate

succession planning present an opportunity for

coaching in the workplace.

Global ICF & HCI Research 2018

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More than 60% the population in Sub-Saharan Africa

is under the age of 25 (World Economic Forum)

Africa has a very small proportion of younger leaders

between 35 and 55.

Paradoxically, the continent has the youngest

population in the world, with a median age of 19.5

years according to the U.N.

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10 Youngest Populations are all in Africa

Median Age,2015

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Sub-Saharan Africa’s demographic structure

World Economic Forum 2017

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UNDERSTANDING THE NEEDS &

VALUES OF MILLENNIAL LEADERS

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GENERAL SIMILARITIES & DIFFERENCES IN

WORK PREFERENCES

Respondents from a variety of seniority levels and age groups

report that developmental opportunities and flexible

work arrangements are the most appealing benefits and

workplace characteristics

Male respondents appear to be looking for feedback and

recognition more so than female respondents, while female

respondents find flexible work arrangements attractive.

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GENERAL SIMILARITIES & DIFFERENCES IN

WORK PREFERENCES

Generation X and Baby Boomer employees place a high priority

on work flexibility

Millennials strongly prefer developmental and advancement

opportunities as they grow in their career.

There are no meaningful differences for feedback and

recognition (commonly considered strong needs for Millennials)

among the age segments in this study

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Employers should focus on developing

their employees and creating

opportunities for advancement while

allowing flexible work, as these would

have the greatest impact on individuals

of all ages.

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Which of the following organizational characteristics/activities most

appeal to you? (Select your top three; displayed by generational segment.)

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DEVELOPING YOUR MILLENNIAL FIRST

TIME MANAGERS

Research found that individual contributors

become first-time people managers between the

ages of 31 and 35.

More than half of Millennial respondents in

management/leadership roles have been in that

role for five years or less.

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TOP 3 WAYS ORGANIZATIONS ARE ATTRACTING,

DEVELOPING AND RETAINING EMPLOYEES AGED

21 TO 35

1. Flexible work arrangements

2. Developmental opportunities

3. Recognition opportunities

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COMPETENCIES & SKILLS FOR FIRST TIME

PEOPLE MANAGERS

Top 3 Competencies & Skills for First Time

People Managers

1. Coaching & Developing Others (44%

2. Engaging and inspiring (41%)

3. Having Emotional Intelligence (35%)

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Competencies & Skills for First Time People Managers

Most frequent development methods offered

for First Time Managers

1. Face time with senior leaders (52%)

2. E-learning (45%)

3. Classroom training (40%)

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FIRST TIME PEOPLE MANAGERS DEVELOPMENT

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Available opportunities for first time managers

COACHING OPPORTUNITIES FOR MILLENNIALS

Only 20% of organisations offer First time

Managers the access to a professional coach

However the higher the percentage of Millennials

(and younger leaders) working inside the

organization, the more likely the employer is to

provide access to a professional coach

practitioner

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Has your current organization provided you

with access to a professional coach practitioner?

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What are the circumstances that led you to

partner with a professional coach?

BUILDING A COACHING

CULTURE

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Strongly/somewhat agree that employees value coaching.

Strongly/somewhat agree that senior executives value coaching

Managers/leaders (and/or internal coaches) received accredited coach-specific

training.

Coaching is a fixture in the organization with a dedicated line item in the

budget.

All employees in the organization have an equal opportunity to receive

coaching from a professional coach practitioner.

All three coaching modalities (internal coach practitioners, external coach

practitioners, and managers/leaders using coaching skills) are present in

the organization.

Criteria used to assess organization’s

coaching culture

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Strong coaching culture composite with percentage of

respondents who indicate the presence of each criterion.

These criteria are most often met at medium-

sized companies; organizations with 5,000-

10,000 employees have the highest rate of strong

coaching cultures.

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THE VALUE OF A STRONG COACHING

CULTURE

1. a strong coaching culture positively correlates with

higher employee engagement and stronger financial

performance.

2. Organizations with strong coaching cultures report

that 61% of their employees are “highly engaged,”

compared to 53% from organizations without strong

coaching cultures

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THE VALUE OF A STRONG COACHING

CULTURE

3. 46% of respondents from organizations with strong

coaching cultures report their 2016 revenue to be

above their peer group, compared to 39% from all

other organizations

3. Organizations with strong coaching cultures report

that 61% of their employees are “highly engaged,”

compared to 53% from organizations without strong

coaching cultures

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Highly engaged employees by

coaching culture.

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2016 revenue growth in relation to industry

peer group by coaching culture.

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THE BUDGET FOR COACH TRAINING

51% of organizations in our survey have a

dedicated line item for coaching in their training

budget, up from 31% in 2016

Organizations with a strong coaching culture are

almost three times more likely to have coaching

as a line item in their budget (95% versus 32%

from all other organizations).

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THE BUDGET FOR COACH TRAINING

Overall, organizations allocate 37% of their

training budget for coaching initiatives.

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Which modalities are available for each of

the following employee segments?

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76% percent of organizations with strong coaching cultures use all

three modalities, while one-third (37%) of other organizations use

all three

65% percent of organizations indicate that they intend to

expand the scope of managers/leaders using coaching skills in

the next five years

As the presence of managers/leaders using coaching skills

becomes more mainstream, the proportion of organizations that

say they plan to increase scope is down from 81% in 2014 and

73% in 2016.

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COACHING MODALITIES AT THE WORKPLACE

RECOMENDATIONS

1. Understand a multi-generational workforce to

address their development e.g providing flexible

working arrangements

2. Make professional coach practitioners available to

managers and leaders.

3. Train Managers and Leaders to use Coaching Skills

4. Build a coaching culture for engagement and

performance

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Young Leaders aren’t that

bad, and old leaders aren’t

that good John Maxwell

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QUESTION AND ANSWER

SESSION

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