How to Implement & Position Coaching in Organisations€¦ · –Organisational structure?...

How to Implement & Position Coaching

in Organisations

Thank you for making me feel

What would you like to walk away with?

What I would like to share

USP’s of Coaching

Using Coaching in Organisations

Implementing Coaching

ROI & Supervision

How would you sell Leadership Coaching?

Who buys coaching and why?

• Who?

– Senior leaders and Top Line executives (Sherpa 2013)

• Why?

– Focus & Goal achievement

– Accountability

– Challenge & support

– Soundboard & objectivity

– Awareness

– Clarity

– Unavoidable reality of development

How would you sell Performance Coaching?

Coaching “You might be on the right track, but if you just sit there

you’ll get run over.” Will Rogers (US Humorist and actor 1879-1935)

A hard sell…

• It’s not a product

• It’s a service

– Relationship

– Word of mouth

– Experience

– Results

Before selling coaching

• Learn about the Organisation:

– What immediate need do they have for coaching?

– What is currently going on in the organisation?

– What results do they expect coaching to have?

– What level of leaders will be coached?

– Have they experienced coaching before?

– What other development was/is/or will be done?

– Who else will be involved in the process?

– Organisational structure? Culture? Leadership style?

– Do the leaders have assessments of self? 360’s?

– What about feedback? Confidentiality?

What are your thoughts on the benefits of coaching?

Feedback

• Increased awareness

• Clarity of thinking

• Better self management

• Work life balance

• Increased productivity

• Greater confidence

• Better decision making

• Better leadership

• Clarity in communication

• Increased motivation & resiliency

Summary

• Great coaching and unrealistic expectation will fail

• Great coaching in the wrong context will fail

• Coaching must be actively managed

• Match the expectation and the need to the coach and you have a winning combination!

Why coach in organisations

Basic Coaching is Coaching

• Interventions differ based on

– Context

– Purpose

– Skills & abilities of Coach

– Tools & assessments used

– Flow of the intervention

– Directive or non-directive balance

How could you use Coaching in business?

Feedback

• Leadership development coaching • Executive coaching • Leading change coaching • Wellness coaching • Performance improvement coaching • Productivity coaching • Personal development coaching • Onboarding coaching • Fast tracking • Retrenchment coaching • Retirement coaching • EQ coaching • Learning environment coaching • Team coaching

Reflect and write down

• If money, time and buy-in was not an obstacle…

– Where in your organisation would Coaching have the biggest impact right now?

What realities would impact interventions in an organisation?

The coach’s place in the system

• Ethical dilemma: Who is the client? – Complexity of information carried by the

coach

– Role clarification for the coach

– Confidentiality in reporting

External vs. Internal Coaches

Guidelines for introducing a coaching change programme

in organisations

Package Coaching

Model

Philosophy

Tools

Integration & Context of the organisation

History

VVMO

Organogram

Initiatives

Needs

Expectations

Challenges

Present your plan

Proposal

Plan

Duration

Fees

Outcomes

Contract!

Feedback

Reporting

Logistics

Record keeping

Admin

Deliver

Match

Coach

Assess

Supervise

Report

Admin

Conclude

Where will Coaching have the biggest impact?

• What do you want to achieve through coaching?

• How do you see the coaching process? • What actions need to be taken in order for the process to

happen? • Who needs to buy in to the process? • Who else needs to be engaged in the process to support

its success?

X X

A Sample Coaching intervention

1. Intake

2. Goals

3. Agree goal

4. Triad

5. Assess

6. Coach

7.

8. Review

9.

10. Close

B u i l d i n g R a p p o r t

D o i n g

t h e W o r k

Assessment tools for consideration

• Coaching Readiness • Needs analysis • Personality preference / Individual styles

– SDI; Insights; MBTI; DISC, Thomas Profiles, Lumina, NBI etc…

• Learning styles – Honey & Mumford; Kolb

• Leadership – 360 Assessments; Leadership Mystique

• Values – SF Values; Barrett Scale

• EQ – BarOn EQ; Hay Group ECI; EQ Map (Essi Systems)

• Organisational culture • Team culture

Measuring the effectiveness of coaching

A few variables influence ROI

• Type of intervention

• Organisation

• Readiness for change

• Purpose of coaching

What should be measured

• Learning

• Behaviour

• Change

• Bottom-line

Return on investment (ROI)

• Earning vs. Investment

• So in the context of coaching, the earnings become the net benefits from the programme (monetary benefits minus the costs) divided by the investment (the actual cost of the coaching).

3. Benefit calculation Indicator of impact

Estimated annual monetary value of performance improvement

Percentage improvement due to coaching

Percentage confidence in this estimate

Value

Increased ability to set motivating sales targets for team

R235 000 50% 75% R88 125

Reduced meeting time

R30 000 80% 60% R14 400

Faster resolve on team issues affecting delivery

R180 000 100% 80% R 144000

TOTAL R246525

5. ROI final calculation

Calculate the fees of the coaching engagement. This needs to include the following:

• Professional fees charged

• Client’s time to participate in the coaching sessions

• Costs of material used (meeting rooms, assessment tools)

• Travel expenses

• Admin costs

Formula

• ROI: ((Benefits – Costs)/Cost) x 100

• (R246525-80 000) / 80 000)x100 = 208.15%

Supervision

‘Every Coach, needs a coach’

Discussion time

• Let’s look at the question box

Check out

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