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Internet Survey Results:

Evaluating the Impact and Results of Coaching Training

An extensive change effort is underway at a major telecommunication organization. As part of this effort, during 2002, the supervisors and managers attended the Center for Coaching & Mentoring, Inc.'s two-day Coaching For Performance workshop, presented by Vail Consulting. To explore what is involved in the two-day workshop, click here.

Three hundred and eighty six participating managers and supervisors responded to a follow-up survey. In addition to a number of demographic questions of interest to the organization, they responded to the following questions about the workshop, their skills and results accomplished:

How many coaching sessions do you conduct per week?

Less than 5 13%
5-10 39%
10-15 33%
More than 15 15%

These managers and supervisors average twelve direct reports. These respondents spend a lot of time coaching. Any improvements in their skills and results would have a tremendous impact on the organizations performance and costs.

How often do you use the 8-Step Coaching Process in these sessions?

Seventy-eight percent said "Most of the time" or "All the time." This response reinforces that the training received is being transferred to the job. All to often training is seen as too theoretical, or not relevant to the real world, not in this case.

When comparing your new Coaching Process to the old Coaching Process what is the employees response?

Eighty-two percent of the respondents indicated, "More positive." Not only was the Coaching Process relevant for the coaches; those receiving the coaching reacted positively. This positive response will contribute to the skills being used repeatedly.

When comparing your new Coaching Process to the old Coaching Process what has been the impact on employee performance?

Seventy-three percent of the managers and supervisors selected, "Better than before."

Since your training toward the new Coaching Process, what has been the impact on your teams performance?

Seventy-one percent elected, "Improved." The responses to these two questions is very compelling evidence that the Coaching workshop provided significant returns to the organization in terms of individual employee performance and team performance. These are perceptions of the managers and supervisors and could be thought of as having a favorable bias. The last questions should put this argument to rest.

Since your training toward the new Coaching Process, how would your manager rate your effectiveness as a coach?

Seventy-three percent said, "More effective as a coach." These managers and supervisors feel good about themselves as coaches who are producing improved individual and team performance. Those they coach and their managers reinforce this positive image. These responses lend strong support to the following speculations:

    1. The organization will reap a huge economic benefit in increased performance and decreased cost as a result of the Coaching workshop.
    2. Retention will be improved and the cost of replacing employees who might have been laid off will be reduced.
    3. Managers and supervisors will continue to see their coaching responsibilities as satisfying and rewarding.

On a follow-up employee satisfaction survey, the teams where the supervisors/managers reported the most frequent use of the coaching skills received significantly higher marks from their direct reports on all twenty seven relationship questions.  They were also the most engaged in the business and reported higher overall satisfaction with the job and company. The important thing we discovered is that as relationships improve between the boss and subordinates, at all levels, so do the results! The coaching process is THE KEY to improving relationships which allows the organization/teams/individuals to focus on the issues which drives improved performance.

Additional support is given to these speculations by looking at the response to an open-ended request: "Success stories that you would like to share." Although too numerous

to catalogue here, the following are illustrative of the positive reactions to the training:

I have an employee that consistently agreed that he needed improvement in specific areas. Since the Coaching workshop, I applied the 8-Step model to this particular supervisor and was shocked to see that he kept his commitment and was seeking more feedback. In fact, I was so busy and wanted to reschedule and he refused to reschedule because he was so anxious to receive his results and feedback.

My team went from a 88% quality rating for the month before taking the coaching training, and this month we finished at a 95% rating.

I have one team member that does not receive coaching in a very positive fashion and I had some very strong concerns regarding performance and behavior. My fear was that I was too upset with this individual to show my support. I also was fearful that if I showed too much support that this individual would not understand the magnitude of the issues discussed. During the coaching session I found that I could be supportive yet firm. The individual accepted the coaching session better than any prior sessions we have had together.

I was having a difficult time communicating with one of my direct reports. For some reason, we just were not seeing eye to eye on anything we discussed. I used the coaching model and was really able to open a clear line of communication. We are able to talk more openly with each other and have established a stronger working relationship because of the communication we have been able to have.

Confidentiality is key for ____. She is the receptionist with access to privileged information. I had limited success in helping her meet expectations prior to attending the coaching class. However after using the 8-Step Coaching Model, I really got buy in from her and her performance really improved. Her performance rating changed from less than successful to successful.

Contact Matt Starcevich, matt@coachingandmentoring
2009, Center for Coaching and Mentoring