"It ain't what you don't know that gets you into trouble. It's what you know for sure that just ain't so."
It doesn’t matter what your context is, starting out, building energy, breaking through a ceiling or trying to save an ailing business. It is not what you do not KNOW about your business, but rather what you KNOW for sure that is just not so!
Leaders and Managers are being asked to deliver more difficult results to embrace complex and sometimes paradoxical change.
To stay ahead of the curve we have to be more efficient, cheaper and faster than before. We see everywhere the anecdotal understanding that, poor leadership brings declining organisational health. The populace is unruly, the modern mind, irrespective of lived years, is independent before loyal, won’t take command & control from leaders as they did in our fathers day.
Real research shows that an executive coach brings out the best in those they coach, challenging them to grow, inspiring new perspectives that motivate their charges, and those they manage, to implement change.
Very often they bring clear, unbiased feedback and even unpalatable challenge to facilitate that business change through a new personal approach.
The Measurement Metric
The question is, if you would hire and external coach, wouldn’t it then be relevant for you, the leader, to practice coaching skills “ON” your people? Or, better yet, the management and supervisory level should be hired against these competencies, & regularly trained to use these skills on your people.
Outcomes one would expect from measurement, are sometimes a direct result of “just measuring!” Measurement keeps one on track and continually displays “WHY” we are doing this. Very often, the gaining and implementation of coaching skills is relegated to “nice to have,” while we do the job of chaotic activity.
- Increased employee retention,
- decreased capability gaps and & to better projects that deliver positive and sustained change,
- in reducing the number of failed assignments,
- increasing employee satisfaction, decreasing stress, improving productivity,
- addressing the accountability issue by linking coaching outcomes to business outcomes,
- the growth of technology means that most coaching assignments can take place on the “coached” terms, time and space.
Types of Measurement and who does it!
This model ~ that Measures Impact of coaching ~ which is relevant to both internal and external coaches ~ displays shaded areas which show how, in each different “context,” the coach attracts different type of measurement. For example, the red shaded areas show that, in every context (i.e. By the Organisations Leader; by someone tasked with Managing coaching outcomes; applied to an Internal coach like an HR salaried employee; or applied to an External coach, measurement is just what-you-want-to-hear.
(Subjective Reporting sturdy by CouchSource)
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Self reporting using some kind of provided tool is subjectively consumed as representing the outcome of the intervention ~ but then, for only just over 50% of the time ~ and mainly focused on external coaches. So, what this research shows, is that although you might use “coaching”, you’re not holding them to the same standard as “external coaches” that have a direct cost?
The types of measurements normally employed, is shown in this next table. They are based on 5 levels of complexity. From the easy to do Reactive questioning of the coached subject to the data collection before and during the project to prove the expected level of Revenue from the Expenditure.
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Very often, the criteria for increased revenue comes from the sources of Increased TurnOver (by using the current margin), Reduced Costs (normally associated with the Coast of Sales formula being brought down), and Avoided Costs that come from Staff Attrition being avoided through a more engaged environment.
The process itself enables individuals to;
- step back from the routines of their daily activity to work “ON” their lives, relationships and business outcomes.
- using "ANY" measurement method, reduces risk by highlighting the difference between a worthwhile investment with a strong ROI and a frivolous expense,
- it creates that clear headspace environment for business leaders to explore key business development areas (Innovation),
- it will identify and accelerate the readiness of potential talent to free the leader for greater things through the Quantify, Orchestrate & Innovate template!
The reason why YOU (should) Coach
To build the capability of each person, who has influence on anyone, to; Quantify the Process of production so it becomes repeatable, forecastable and producing the desired quality. Then, to manage resources in production by orchestrating their level of skill, activity & motivation through measurement to reach the designed outcome of the business process. And lastly, to Innovate the process so that efficiencies occur and productivity increases.
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