Global Trends in The Use of Coaching in The Workplace - Launch Presentation Slides

Key insights from the research paper: ‘Global trends in the use of 19/05/11
coaching in the workplace’ Rule, M. & Rock, D. (2011)
Global trends in the use of coaching in the workplace!
Key findings from a 2010 wide-scale research study!
Presented by Dr. David Rock!
Overview!
1.  Key findings
2.  Coaching skills programs
3.  Internal coaching
4.  External coaching
5.  Our insights
6.  Building a coaching culture
7.  Case studies
2
© NeuroLeadership Group 2011 1

1. Key findings!
!
1. Key findings!
363 organizations took part, from:
Europe 26%
North America 22%
Oceania 16%
Asia 11%
Latin America 8%
Africa 7%
Middle East 5%
South Asia 5%
4

1. Key findings!
•  30% had more than 10,000 employees
•  79% had a coaching program in place
•  7% had a dedicated team to manage coaching
•  55% had a clear strategy for coaching
5
1. Key findings!
6

1. Key findings!
Respondents who had coaching strategies:
North America 59%

Europe 54%
Oceania 54%
Latin America 52%
Asia 45%
Africa 36%
South Asia 27%
Middle East 25%
7
1. Key findings!
•  66% provided coaches to fewer than 50 people
•  28% had one widely shared definition for coaching
•  25% did not measure the impact of coaching
•  51% invested less than $50K in the previous year
8

1. Key findings!
9
2. Coaching skills programs!

!

• 72% had some form of coaching skills program
• 81% planned to maintain or increase their spend
• 59% had trained less than 100 managers
11
12

Of those with a training program:
•  57% had training one to two days in length
•  43% had training three days or more in length
•  42% had no formal plans for skills retention
13
3. Internal coaching!
!

67% had internal coaching as part of a coaching strategy.
60% had fewer than ten internal coaches delivering formal

coaching engagements as part of what they do, or as a
stand-alone role.
15
16

The overall purpose of internal coaching was to:
•  Improve individual performance 92%
•  Improve overall business performance 83%
•  Develop high potentials 79%
•  Improve engagement levels 75%
•  Support leaders in transition 75%
•  Increase retention 66%
•  Had a behavioral focus 50%
•  Sounding board for senior leaders 45%
17
•  Approximately half did not assess their internal coaches
•  In North America, 23% of internal coaches were untrained
•  6% said their coaches were assessed by the ICF
18

19
• 76% of internal coaches had one to five coachees
• 20% are replacing external with internal coaches
20

4. External coaching!
!
•  66% offer external coaching
•  70% plan to increase or maintain their spend
•  74% use between one and ten external coaches
•  84% give external coaches to fewer than 100 employees
22

23
24

5. Our insights!
!
5. Our insights!
1. The rationale for coaching needs to be improved
2. We need to get better at scaling coaching
3. We need to get better at measuring coaching
4. Partnering with an external provider adds value
26

5. Our insights!
The 59% who partnered with an external resource:
•  Had more support at the CEO level
•  Were thinking more long term
•  Were nearly twice as likely to have a single definition of coaching
•  Provided an internal or external coach to more employees
27
6. Building a coaching culture!

!

Building a Coaching Culture!

3 to 5 year vision
External coaching
Leader as coach
Internal coaches
Coaching culture strategy
29
Coaching culture strategy!

1: Clearly define “coaching”
2: Define your theory for coaching
3: Choose a set of coaching models
4: Identify how coaching will be utilized
5: Develop quality systems
6: Measure and communicate impact widely
30


Ask
Therapeu/c Coaching?
Problem Solution
Management, Teaching
Consul/ng
Tell
31

Coach-‐driven Coachee-‐driven
focus on problems insights about solu7ons

Story telling
Iden>fy an impasse
Hin>ng
Sugges>ng Facilitate an insight
Reques>ng
Telling Generate an ac/on
Demanding
Follow up to create a habit
Threatening

Driving Developing
32

7. Case studies!
!
Case study: IAG (financial services)!

• Only large HR intervention over two years
• All managers trained in coaching skills
• 48 internal coaches created
• 50% increase in engagement
• Staff turnover halved
• 5% loss turned to 7.6% profit
34

Case study: EDS!

One clear definition for coaching
Buy in across the organization
3,000 leaders in coaching skills training
Covering 64 countries in 2 years
110 internal coaches, coaching 450+ executives a year
35
Impact on Ericsson managers!
Improved my team member produc7vity

88.9%
Able to resolve a business dilemma in 5 minutes,

compared to 17% of class before training
87.0%
½ day
Having more eﬀec7ve workplace conversa7ons training

96.5%
Have improved my own produc7vity

90.0%
BeGer able to manage performance

92.0%
* Survey feedback from business and technical managers who participated in High Impact
Workplace coaching training programs. Percentages from class sizes between 20 - 30 managers.

Questions and feedback!
1. What was surprising?
2. Any further questions emerging from the research?
3. Suggestions for what data would be helpful in future?
37
Further resources!
Drop a card at our stand for:
• Free copy of the full research paper
• Free copy of the book ‘Quiet Leadership’
• Other whitepapers and case studies
• Info on webinars on internal coaching, leader as coach
• Info on upcoming open programs
38

What Ericsson managers liked about the approach.!
“It introduces me to the theory and prac/cal

Prac7cal, easy-‐to-‐remember models way of having a “solu/on" way of
conversa/on. It is one of best training courses I
have taken in Ericsson.“
Brain science behind what we do (Melbourne, Australia)

“The FEELING model is an easy way to follow up
with someone on progress, what they learned
Bringing people to insights fast and what they ½ wdill
ay do next. “
training (TX, United States)

Conversa7ons become more useful “‘The greatest training I have aJended. You
have communicated many powerful tools that I
can use in my day to day work.'
Useful for one-‐on-‐ones and in mee7ngs (Stockholm, Sweden)

“The methods .. are very powerful and are
applicable for a wide variety of situa/ons, not
People ﬁnd solu7ons themselves only coaching.“ *
(TX, United States)
* Feedback from Ericsson managers about the High Impact Workplace Coaching programs
experienced during 2009 - 2010.
Case study: Citibank Malaysia!
300% increase in their ability to solve complex problems
All 78 senior leaders trained including the CEO
40

The 12 steps in 4 Phases!
Implement, evaluate
Phase IV
and sustain
Plan for deployment,

Phase III
quality control and communication
Phase II Define coaching, theory and model
Phase I Assess current reality, vision and get buy-in
41
Complete Coaching System!

Selection Leadership
Briefing Coach Produc/vity
Training Engagement
Coaching
System
3 goals
Selection Performance
Matching Produc/vity
Clients Engagement
Briefing
Reten/on
Informal
Coaching
Engagement
Direct Reports Reten/on
42

Global Trends in The Use of Coaching in The Workplace - Launch Presentation Slides

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Key insights from the research paper: ‘Global trends in the use of 19/05/11

coaching in the workplace’ Rule, M. & Rock, D. (2011)

Global trends in the use of coaching in the workplace!

Key findings from a 2010 wide-scale research study!

Presented by Dr. David Rock!

2. Coaching skills programs

3. Internal coaching

4. External coaching

5. Our insights

6. Building a coaching culture

7. Case studies

© NeuroLeadership Group 2011 1

North America 22%

© NeuroLeadership Group 2011 2

• 30% had more than 10,000 employees

• 79% had a coaching program in place

• 7% had a dedicated team to manage coaching

• 55% had a clear strategy for coaching

© NeuroLeadership Group 2011 3

Respondents who had coaching strategies:

North America 59%

• 66% provided coaches to fewer than 50 people

• 28% had one widely shared definition for coaching

• 25% did not measure the impact of coaching

• 51% invested less than $50K in the previous year

© NeuroLeadership Group 2011 4

2. Coaching skills programs!

© NeuroLeadership Group 2011 5

2. Coaching skills programs!

• 72% had some form of coaching skills program

• 81% planned to maintain or increase their spend

• 59% had trained less than 100 managers

2. Coaching skills programs!

© NeuroLeadership Group 2011 6

2. Coaching skills programs!

Of those with a training program:

• 57% had training one to two days in length

• 43% had training three days or more in length

• 42% had no formal plans for skills retention

© NeuroLeadership Group 2011 7

67% had internal coaching as part of a coaching strategy.

60% had fewer than ten internal coaches delivering formal

© NeuroLeadership Group 2011 8

• Improve overall business performance 83%

• Develop high potentials 79%

• Improve engagement levels 75%

• Support leaders in transition 75%

• Increase retention 66%

• Had a behavioral focus 50%

• Sounding board for senior leaders 45%

• Approximately half did not assess their internal coaches

• In North America, 23% of internal coaches were untrained

• 6% said their coaches were assessed by the ICF

© NeuroLeadership Group 2011 9

• 76% of internal coaches had one to five coachees

• 20% are replacing external with internal coaches

© NeuroLeadership Group 2011 10

• 66% offer external coaching

• 70% plan to increase or maintain their spend

• 74% use between one and ten external coaches

• 84% give external coaches to fewer than 100 employees

© NeuroLeadership Group 2011 11

© NeuroLeadership Group 2011 12

2.  Coaching skills programs

3.  Internal coaching

4.  External coaching

5.  Our insights

6.  Building a coaching culture

7.  Case studies

•  30% had more than 10,000 employees

•  79% had a coaching program in place

•  7% had a dedicated team to manage coaching

•  55% had a clear strategy for coaching

•  66% provided coaches to fewer than 50 people

•  28% had one widely shared definition for coaching

•  25% did not measure the impact of coaching

•  51% invested less than $50K in the previous year

•  57% had training one to two days in length

•  43% had training three days or more in length

•  42% had no formal plans for skills retention

•  Improve overall business performance 83%

•  Develop high potentials 79%

•  Improve engagement levels 75%

•  Support leaders in transition 75%

•  Increase retention 66%

•  Had a behavioral focus 50%

•  Sounding board for senior leaders 45%

•  Approximately half did not assess their internal coaches

•  In North America, 23% of internal coaches were untrained

•  6% said their coaches were assessed by the ICF

•  66% offer external coaching

•  70% plan to increase or maintain their spend

•  74% use between one and ten external coaches

•  84% give external coaches to fewer than 100 employees

•  Had more support at the CEO level

•  Were thinking more long term

•  Were nearly twice as likely to have a single definition of coaching

•  Provided an internal or external coach to more employees