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THE COACHING CONUNDRUM
Who We AreA global training and consulting firm dedicated tocreating sustainable high-performance organizations
Founded in 1973 byBuck Blessing and Tod White
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THE COACHING CONUNDRUM
What We Do
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The Coaching Conundrum…
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THE COACHING CONUNDRUM
Agenda• What is “coaching”?
• Is coaching a way of life at your organization?
• What did we learn in our research?
• How do you build a coaching culture?
• What have organizations done to solve the conundrum?
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What do we mean when we say…
… “Coaching”?
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THE COACHING CONUNDRUM
A Coach Is… “A vehicle to transport very important people from where they are to where they want to be…”
…and to where you need them to be.
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THE COACHING CONUNDRUM
Coaching Is……helping another person
• achieve his or her goals
• build skill sets or expertise
• produce the results the organization needs.
Coaching is not telling someone what to do. It is notstepping in to actually do the work. Coaching is also not restricted to formal or scheduled discussions.
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Is coaching…
…a way of life?
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THE COACHING CONUNDRUM
A Reality Check• Complete 15 questions.
• Score yourself.– Count the number of
4s and 5s– Don’t add them!
• Share your findings
with a small group.
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BlessingWhite 2009
All Rights Reserved
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Our research…
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THE COACHING CONUNDRUM
About Our Study• 3rd study in the series
• Global online survey– 2,041 respondents– 70% North America,
14% Europe, 8% Asia,6% Australia/New Zealand
– 50% hold the titleof supervisor or above
• 60 interviews with HR and line leaders
• Coaching profile analysis– Assessments for 8,100+ managers
Download a copy for free from
http://www.blessingwhite.com/research
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co·nun·drum\kə-‘nəndrəm\ noun.
A confusing and difficult problem or question. A question asked for
amusement, typically one with a punin its answer; a riddle.
The Oxford Pocket Dictionary of Current English, 2008
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THE COACHING CONUNDRUM
High Expectations, Low Accountability
24%A portion of my compensation is tied to my coaching activities
67%There is an established organizational belief that coaching by managers leads to greater business results
84%I am expected to coach and develop my team
% who agree or strongly
agree
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THE COACHING CONUNDRUM
The Believers (Managers)• 84% of managers agreed or strongly agreed that they
love to coach.
• 88% of managers overall believe that the time spent coaching team members pays off by helping them achieve their goals.
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THE COACHING CONUNDRUM
True Believers (Managers)• “If I do nothing else with my staff during the week, we
always have a scheduled one on one. It is a time where I have the opportunity to coach and it pays more dividends then any other activity I do.”
• “If you coach your team members they are more efficient and effective. It’s a more cost-effective way of working in the long run. On a personal level, you also get to see your team develop and blossom.”
• “It is fun and one of my favorite parts of the job. It’s also important. It makes the difference between a good team and a great team.”
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THE COACHING CONUNDRUM
Employees: “I like to be coached AND…”
69% 73%67%
60%73%
63%68%74% 71%
64%70% 65%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Asia Australia/NewZealand
ContinentalEurope
North America UK/Ireland Total
% A
gree
or S
tron
gly
Agr
ee
Job performance Job satisfaction
“The coaching I receive from my manager has significantly improved my…”
87% agree or
strongly agree with statement “I like to
be coached”
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THE COACHING CONUNDRUM
Are coachedAre NOT coached
1 in 2 EmployeesReceive Coaching48%
52%
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THE COACHING CONUNDRUM
Mismatched PerceptionsEmployees…
• Want to be stretched.
And
• Want help coming up with their own answers.
Managers…
• Worry about having all the answers.
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THE COACHING CONUNDRUM
Many Managers Can’t Find the Time• Survey says…“It takes too long.” (32%)
• Leaders say:– “There’s no time to coach. I know I should develop my people.
I’m too busy with other tasks.”– “Most companies now expect their people to be working
managers who tend to do ‘work’ more and ‘manage’ less.”– “In a rapid-paced environment like ours, today’s deliverables
get attention and tomorrow’s requirements take a back seat.”– “My goal is to help my team of highly expert scientists become
more like business partners. But it has been hard to create the time to coach to this issue. We are so activity-driven. The culture rewards completion of tasks.”
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THE COACHING CONUNDRUM
Relationships RuleOrganizations…
• Invest in models, skills, and processes/procedures that structure planning and interactions.
Employees and managers…
• Rate behaviors that create supportive, encouraging, and trusting relationships as most important.
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THE COACHING CONUNDRUM
The Conundrum in a Nutshell…• Managers love to
coach and see the payoff
• Employees like to be coached and see the payoff
• Organizations expect managers to coach
• Organizations invest in skills, processes, models
• Managers worry they don’t have all the answers
• Managers struggle to “find the time”
• Half don’t receive coaching currently
• Few hold managers accountable or reward it
• Employees & managers value trusting, supportive relationships
• Employees want to be stretched and help in finding their own answers
BUT
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Building…
…a coaching culture
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THE COACHING CONUNDRUM
Building a Coaching Culture
Organizational & Employee Success
Belief & Backbone
Individualized Partnerships
Coaching Essentials
Skills
TimelyRelevant to the situation
TimelyRelevant to the situation
Establish trust, Build confidence Unleash potential
Establish trust, Build confidence Unleash potential
One-on-one, Unique,Joint accountability
One-on-one, Unique,Joint accountability
The culture values and reinforces coaching
The leaders value coaching
The culture values and reinforces coaching
The leaders value coaching
Business strategy & results, employee
satisfaction & aspirations
Business strategy & results, employee
satisfaction & aspirations
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THE COACHING CONUNDRUM
What’s Important to YOU?
Step 1
• Consider your current work priorities and what motivates you to do your best work…
• Identify the 3 most important coaching actions you need from your manager right now.
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BlessingWhite 2009
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So what have organizations done…
…to solve the conundrum?
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THE COACHING CONUNDRUM
5 Recommendations1. Tackle your next problem with a coaching initiative.
2. Get new managers on the coaching track.
3. Think beyond coaching skills.
4. Coach the coaches.
5. Build belief & backbone into your culture.
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THE COACHING CONUNDRUM
Tackle Business Problems with Coaching InitiativesDon’t just tell managers to coach.
Give your managers a reason to coach:
• Culture change
• Innovation
• Increased engagement or retention
• A new business strategy
• Leadership bench strength
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THE COACHING CONUNDRUM
Set New Managers on the Coaching Track• Define coaching.
• Dispel myths. Coaching is not:– An event– A discrete tactic for performance problems– A one-size-fits-all approach– Something you do to employees– Advice
• Emphasize relationships when on-boarding.
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THE COACHING CONUNDRUM
Think Beyond Coaching Skills“We had an assistant store manager who transferred to a new location. She never took the time to build relationships and just told people what to do. Then she went to a coaching workshop, came back, and started coaching –but things didn’t go well. She did it ‘to’ her team. She eventually left the company.”
• Encourage manager-employee dialogue.
• Stress authentic leadership.
• Address trust issues.
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THE COACHING CONUNDRUM
The Impact of TrustCoaching Actions…
Boss-SubordinatePartnership
DumpingDelegating
Orders Goal-Setting
MeddlingInterest
“Spying”Concern
MicromanagingCheck-in
ReprimandFeedback
InterrogationConversationWithout TrustWith Trust
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BlessingWhite 2009
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THE COACHING CONUNDRUM
Coach the Coaches• Set the tone.
• Cascade from above down through the ranks.
• Model it.
• Provide support.
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THE COACHING CONUNDRUM
Build Belief & Backbone into Your Culture
• Change your talk.
• Set expectations.
• Build accountability and rewards.
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THE COACHING CONUNDRUM
What’s Next?
Organizational & Employee Success
Belief & Backbone
Individualized Partnerships
Coaching Essentials
Skills
TimelyRelevant to the situation
TimelyRelevant to the situation
Establish trust, Build confidence Unleash potential
Establish trust, Build confidence Unleash potential
One-on-one, Unique,Joint accountability
One-on-one, Unique,Joint accountability
The culture values and reinforces coaching
The leaders value coaching
The culture values and reinforces coaching
The leaders value coaching
Business strategy & results, employee
satisfaction & aspirations
Business strategy & results, employee
satisfaction & aspirations
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THE COACHING CONUNDRUM
Coaching CultureDiagnostics
Senior Leader Master ClassSolving the Coaching Conundrum
Helping Others SucceedProcess
Leading Technical Professionals
Program
Career CoachingWorkshop
High Performance Coaching Workshop
Executive Coaching& Consulting
How BlessingWhite Can Help
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THE COACHING CONUNDRUM
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Questions?Thank you ODN Omaha!
312.755.0129www.blessingwhite.com/research