Yes! In the UK today, around 90% of UK organisations report using executive coaches. Despite this, until recently, research on the effectiveness of coaching has been very limited. Many organisations and indeed, coaching businesses, struggle to find evidence to demonstrate the ROI of executive coaching. A Google search on the subject returns results as varied as ‘no benefit’ to over 5,000% ROI.
Research* from the University of Amsterdam published in August 2013 has thrown new light on the effectiveness of executive coaching based upon an extensive meta-analysis of existing research from a wide variety of published studies. The study looked from both a theoretical and a practical perspective at five outcome categories:
• Work attitudes
• Goal directed ‘self regulation’
The results show that coaching has significant positive effects on all outcomes TWEET THIS; the researchers conclude that executive coaching is “an effective intervention in organisations”.
As an experienced coach I always measure and review coaching outcomes and am confident as to the effectiveness of my work. As an evidence-based coach I love to see that view validated by good research. If you are interested in finding evidence to justify the use of coaching this study would be worth a look.
If your company doesn’t provide coaching or indeed if you prefer to keep this as a private initiative, give me a call. Let’s chat about how it might work for you.
*For the full study see Does Coaching Work? A meta-analysis on the effects of coaching on individual level outcomes in an organisational context, The Journal of Positive Psychology (2013, Taylor & Francis) –– University of Amsterdam
I wonder if this is familiar to you: you develop your skills and qualifications, embark on a career, settle, perhaps raise a family, busily meet your family and work commitments, and then one day you think “where am I in all this?” or “what about me?” or “where am I going?”. If it is, you’re in good company.
Our early career/life dreams and aspirations are sometimes dulled and ‘mislaid’ by the competing demands of daily responsibilities and the passage of time. Very often it takes an external event (such as redundancy, the children leaving home, the illness or death of a friend or colleague) to make us pause and realise that we’ve lost something – perhaps some degree of drive, passion or interest. One of my clients described this as having “lost her mojo”. It’s curious that we can plod along, inured to the blandness of our lives for some time before the trigger event which brings us up sharp, and which causes us to realise our discontent. At that stage we have a choice – to plough on and remain unfulfilled and discontented, or to do something about it. Either way, the genie is out of the bottle.
Do you want to rediscover your ‘zing’? In partnership with you I can help you to assess your strengths, values and needs, uncover/define new aspirations and goals, and develop a focused new way forward. This involves deep and insightful questioning and challenge, and can lead to powerful realisations and self-knowledge about who you are and how you can ‘be’ your true self. The result? You are re-energised and your needs are more realistically and rewardingly balanced and met, along with those of family, work and so on.
If you have lost yourself to the demands of family and work commitments, perhaps you will also make the choice to address the situation, and get your mojo back…
Rediscover your ‘zing’ and get your mojo back. Tweet this
To arrange a free initial chat give me a call 01223 655667 or 07711 503382
I heard an interesting comment recently – no one wakes up in the morning saying “I must get a coach”. That’s probably true. Certainly when I was in corporate life I never uttered those words. Yet when an executive coach was appointed to work with me it was a landmark point in my career.
I didn’t have any particular performance issues or other difficulties and everything was going well. I was fortunate enough to be working for a CEO who had valued coaching himself and who felt it would be valuable to provide all his directors with the opportunity should they wish to take it up. I did, and I never looked back.
I had a good coach – not a superstar, not a guru, not someone who writes best selling books or appears on TV shows. I had a good, solid, experienced coach with huge integrity and great insight who showed me warmth and positive regard. It provided me with a time each month in which I had the freedom and the space to talk about, think about and reflect on me, my performance and my career. And to do so with someone whom I trusted and who would not judge me or tell me what to do.
Initially it felt like a huge indulgence, after all I had important work to do, people to see, decisions to make. Time just spent talking about me and myself, well, wasn’t that a little too self-centred, frivolous, even a little self-indulgent? But I very quickly came to realise that what emerged from those reflections and discussions was of critical importance to me and what I was doing with my career and life. I was able to sharpen my performance even more and in such a way that I rapidly saw the benefits in the results I was getting and in the people with whom I was working and leading. I began to see myself differently and consequently to communicate differently, and of course that meant that I met with different responses. In my case, I felt clearer and more focused about what I was doing, and why I was doing it. That led me to behave with more gravitas and authority: when we feel differently, we behave and perform differently – and people notice!
When we make a difference to people’s lives – to how they see themselves, how they believe in themselves, in the potential they begin to recognise – the ‘knock on’ effects are immense, to them and correspondingly to all those with whom their lives touch, whether colleagues, family or society in general.
From an initial experience of feeling a little guilty about the ‘indulgence’ of my coaching sessions, I quickly began to see them as an essential part of my leadership ‘equipment’ and to derive enormous value from them. Over sixteen years later I still reflect on some of our conversations and I continue to put into practice what I learned. In my case the impact of coaching was so catalytic that I retrained and became an executive coach myself, and since then I have been able to impart to others what was given to me.
So, it is probably true that no one wakes up saying they must get a coach. However, it is true that when we allow others in to help and support us, good stuff happens! Tweet this.