Edinger -Bringing science to the art

Bringing Science to the

Art of Coaching

April 12, 2023© 2007 – 2009 Zenger Folkman Company. All Rights Reserved. ZFCo.Webinar.BSTTAOC Rev 03.12.09

Scott EdingerVice President of Sales

Zenger Folkman

© 2007 – 2009 Zenger Folkman Company. All Rights Reserved. 2

Polling Question

• Please check all that apply:

Our organization uses external coaches for executives

We use external coaches for “special cases”

We use external coaches at all levels

Managers are doing all coaching

We use peer coaching


Big Surge in Coaching During Past Decade

• Huge growth in frequency of coaching, especially for executives

• More external coaches

• Increased use of internal coaches


A Definition of Coaching

Coaching is a broad skill set that can be used in many applications, including:• Performance Coaching• Career Coaching

Coaching includes all activities which help improve current performance

and/or build future capability.


Does Coaching Really Make a Difference?

• Data from 250,000 multi-rater feedback instruments shows the impact of coaching on various “outcome” measures

• We have extensive data on “employee commitment”


Coaching Effectiveness vs. Employee Engagement and Commitment

Employees whose managers are more effective at coaching express more satisfaction and commitment.

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50

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1st -9th

10th -19th

20th -29th

30th -39th

40th -49th

50th -59th

60th -69th

70th -79th

80th -89th

90th -100th

Employee Commitment

Percentile

Coaching Effectiveness Percentile


Coaching Effectiveness vs. Effort

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5

10

15

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45

1st -9th

10th -19th

20th -29th

30th -39th

40th -49th

50th -59th

60th -69th

70th -79th

80th -89th

90th -100th

% of Employees Putting in Great

Effort

Employees indicated the extent that the company “inspires me to put forth a great deal of effort every day.”



Coaching Effectiveness vs. Intention to Stay

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5

10

15

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35

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45

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1st -9th

10th -19th

20th -29th

30th -39th

40th -49th

50th -59th

60th -69th

70th -79th

80th -89th

90th -100th

% of Employees That

“Think about Quitting”

Employees indicated the extent that they “think about quitting” their current job.



Coaching Effectiveness vs. Going the Extra Mile

% of Employees Willing to

“Go the Extra Mile”

Employees indicated the extent to which the work environment is a place where they want to “go the extra mile.”

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5

10

15

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50

1st -9th

10th -19th

20th -29th

30th -39th

40th -49th

50th -59th

60th -69th

70th -79th

80th -89th

90th -100th



Coaching Received vs. Supervisor Performance

1

1.5

2

2.5

3

3.5

4

4.5

5

StronglyDisagree

Disagree Neither AgreeNor Disagree

Agree Strongly Agree

Overall, I feel my immediate supervisor is

doing a good job

(Mean Score)

Employees who receive coaching and feedback

rate their supervisors much more positively

I receive the needed coaching and feedback about my performance


What Holds Coaching Back?

• Expense

• Scalability

• Measurement

• Lack of consistency– It is currently an art form

(Each of the above barriers must be overcome if coaching is to meet its full potential)


Polling Question

• What grade would you give the managers in your organization on the coaching they provide:

1. “I” – Incomplete – they just don’t do it!

2. “D or F” – They do it so poorly it hurts more than helps

3. “C” – Average coaching – helpful

4. “B” – Good coaching – having an impact

5. “A” – Extraordinary coaching – making a significant difference


Learning from Other Disciplines

• For business organizations coaching is a tool

• Not reason for our existence

• It is for certain professions– Counseling– Social work– Psychotherapy

• Despite obvious differences, is it possible that we could learn from them?


Other Professions

• Objective is personal change

• Work with large populations

• Conduct research on outcomes


Three Interesting Bodies of Research

• Prochaska’s theory of change

• Motivational Interviewing, Miller and Rollnick

• Duncan and Miller (www.talkingcure.com) Bringing science to therapy


Stages of Change Model (Dr. James Prochaska)

• Stage 1: Pre-contemplation

• Stage 2: Contemplation

• Stage 3: Preparation

• Stage 4: Action

• Stage 5: Maintenance

• Stage 6: Relapse


Prochaska’s Discovery

• Success = moving incrementally

• Failure = expecting big leaps

• Implications for the practice of coaching?


Some Implications of the Stages of Change Model

Stage of Change Coaching Focus

1. Pre-contemplation • Invite the individual to begin thinking about change.

2. Contemplation • Help the individual to examine the costs and benefits to change.

3. Preparation • Address the barriers to full-fledged action.

4. Action • Help plan the path of action.• Provide generous praise and admiration for

steps taken.

5. Maintenance • Help monitor progress and hold the individual accountable.

• Continue to praise.

6. Relapse • Focus on the successful part of the plan.• Promote problem solving and encouragement.• Re-engage efforts toward realistic goals.


The Book Motivational Interviewing Summarizes Extensive Research:

• Summarizes findings from Carl Rogers, Thomas Gordon, Milton Rokeach and Daryl Bem.

• Coaching is a form of motivational interviewing


Conclusions About Successful Motivational Interviews

• Collaboration– versus Confrontation

• Evocation (seeking ideas and insights from the person)– versus Education

• Autonomy (the right and capacity for self-development)– versus Authority


Implications for coaches?

*(go to www.talkingcure.com)

Extra-therapeutic (all the things going on in the person’s private life outside of therapy)

40%

Relationship with counselor (coach) 30%

Hope, expectation or placebo effect 15%

Structure, model or techniques used 15%

Duncan and Miller On What Makes Therapy Work*


Other Lessons from Duncan and Miller’s Work

• Labels do not help

• Focus on changes in people’s lives– What’s happening on better

days?– When do things go well?– What makes things get better?

• Greatest change occurs between sessions, not during them– (What is the translation to

business coaching?)


Polling Question

• To what degree do you believe coaching would benefit from being made more formal? For example, should the session with the manager and employee be scheduled and labeled as a “coaching” session, rather than being more casual and informal?

A. Agree

B. Neutral

C. Disagree


14 Coaching Competencies

• Helps Others Set Goals and Performance Expectations

• Inspires Others to Change

• Fosters Innovation

• Listens Actively• Asks Powerful

Questions• Values Diversity• Provides

Feedback• Welcomes

Feedback

• Personally Supports the Development of Others

• Generates Trust• Builds

Relationships• Encourages

Collaboration

• Gives Recognition

• Provides Follow-Up and Accountability

Communicates Effectively

Builds a Strong Relationship

Facilitates Action & Results

Provides Ongoing Support


Who Should Be Driving?

• Focus on topics:– Of importance and interest to the “coachee”– You wish to initiate (performance issues, behavioral concerns)

• Idea from world of counseling

• Coach prepares list of topics:– Performance issues– Behavioral issues– Career issues– Relationship issues– Developmental opportunities– Organization culture questions


Choosing a Topic for the Coaching Conversation


Value of Track to Follow

• Strides in selection interviewing came when interviews became more structured

• Coaching will benefit from planned process


The Process for Holding a Coaching Conversation

• Step One: Frame the Conversation

• Step Two: Understand the Current State

• Step Three: Explore the Desired State

• Step Four: Layout a Success Plan


Coaching Conversation Guide


Polling Question

• Where is your organization in providing development in coaching skills for line managers?

1. Every leader in the organization is being trained to be more skillful

2. New managers get training on coaching

3. We teach some awareness but don’t attempt to build skills

4. We have not done any training on this topic and don’t plan to

5. We are planning to do it in the future


Coaching Feedback Form

• A powerful way to shape or change behavior is through feedback.

• Consider utilizing a method of gathering feedback from those you are coaching.

• What’s in it for you to ask for feedback?

• Two clinical psychologists concluded that such feedbackinstruments cut attrition in half and improved effectiveness by 65%.


Feedback for the Coach

• Rate the following: ( Use a 5 point scale, with 1 being low and 5 being high:)

– This conversation focused on the most important issues to me.

– This conversation was a good use of our time.

– The purpose was clarified early in our conversation.

– The process and flow of this conversation worked well.

– You listened and understood my point of view.

– I am leaving with specific action steps to pursue.


Polling Question

• Why would a feedback form make such a difference? (Check all that apply)

The feedback changes the counselor’s behavior

Asking for feedback significantly changes the nature of the relationship (from parent-child to one of equals talking with each other)

Being asked for feedback changes the client’s attitude and feeling about the counselor

Being asked for feedback changes the client’s feelings of being in control and having power


Conclusions

• Great upsurge in coaching

• Can make enormously positive impact

• Several challenges

• Using research from related disciplines helps

• Standardizing the process helps

• Benefits come from more formality and structure

• Coaching is learnable skill

• Developing coaching skills in managers pays off


What Further Information Would You Like?

• Information about the content of this webinar?

• Information about our program The Extraordinary Coach?

• Information on our coaching services?


Thanks for Attending!

• For more information on this topic, fill out the survey at the end of the webinar and you’ll receive a copy of our whitepaper Bringing Science to the Art of Coaching.

• Get the first chapter of The Extraordinary Leader by subscribing to our podcast series. Visit www.zengerfolkman.com/podcast or search Zenger Folkman on iTunes.

• Be sure to sign up for our Leadership Resource Center. There, you’ll find whitepapers, case studies and over 20 mini-training videos. Best of all, it’s free! Visit www.zengerfolkman.com/login.

• Thanks for joining us and look for our upcoming webinars in 2011on our website at www.zengerfolkman.com/events.

Edinger -Bringing science to the art

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