The results from current studies demonstrateremarkably positive outcomes and benefitsfor coached individuals and theirorganizations, including impressive ROI.
Factors such as “coachability” can influencethe success of executive coachingengagements.
The Prevalence of Coaching
Coaching is here to stay. Since its introduction inthe 1980s, coaching in organizations has steadilyexpanded, moving it beyond a mere managementfad to a viable professional development choice.In 2000, one human capital firm that providesexecutive coaching set out to understand theprevalence of and uses for coaching. Aftersurveying more than 300 companies, theydetermined that almost
were usingcoaches (or other developmental counselors).Furthermore, an additional
intendedtohire coaches within the next year (that is, 2001).
According to those figures, fully 80 percent ormore of these organizations should now be usingcoaching. If this sample indicates a generalbusiness trend, organizations that are not currentlyconsidering executive-level coaching are in theminority. In our current and highly competitivebusiness environment, companies are looking forany and all possible avenues to gain a competitiveadvantage. From the prevalence data alone,coaching is frequently chosen to help executives—and their fellow employees—improve behaviorsthat in turn can improve the bottom line.
Reasons for Hiring Executive Coaches
Executives and their companies are now choosingcoaching for a wide variety of reasons. In order tomake the many reasons clearer, we classify them intable 1 below. The reasons expressed for selectingcoaching are directly connected to desired changesat three levels: the individual executive level(intrapersonal), the interpersonal level, and thestrategic or organizational level. The premise isthat changing executive behavior at any of theselevels—intrapersonal, interpersonal, ororganizational—can drive the changes, whichwill impact the business results of the organization.In addition, we observed that coaching is beingchosen as often to address developmental needsas it is to correct or resolve problem behaviors ateach of these same levels. Since changes can beenabled through either development or problemsolving, these foci become the second way toclassify the reasons expressed for hiring executivecoaches. Furthermore, we recognize that veryoften these reasons and foci intersect and overlapeach other, thereby adding complexity to therationale for coaching.
Lore research report
Copyright 2002 by Lore International Institute
“Absolutely one of the best learning experiences.It will play a decisiverole in my future within the companyand personally.”
CoacheeLore International Institute
Manchester, “Tight labor market causing more companies to develop employees through coaching and mentoring.”http://www.manchesterus.com/press-release3-99.html, 6 June 2002.