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By Kathleen Post, Partner/Master Coach
Not long ago coaching was considered a fix for "problem children." A coach was hired to help get a compromised career path back on track, overturn unproductive behaviors, or address risky workplace issues. Though coaching is an effective way to deal with these issues, according to a recent study conducted by the American Management Association (AMA) and Institute for Corporate Productivity, Coaching: A Global Study of Successful Practices, the overall perception of productive uses for coaching has shifted substantially. Interviews with 1,030 managers and executives indicate that today coaching is viewed as a benefit offered by those organizations that are serious about elevating performance and competing globally.
This article takes a look at some of the study’s key findings and insights about coaching and its association with higher performance.
Coaching Research: Top Five Findings
To provide you with summary highlights from the full study, we have pulled out a few of the more relevant findings:
- Coaching continues to gain in popularity. Among respondents who say they do not yet have coaching programs in place, 37% in the North American sample and 56% in the international sample say coaching programs will be implemented in the future.
- It works. The study confirms that coaching is linked to improved performance and productivity at both the individual and organizational levels. Respondents from organizations that use coaching more now than in the past are more likely to report success in raising both individual and organizational performance, particularly when there are clear reasons for using a coach and if the coaching process is tied to some kind of measurement.
- Most organizations seek coaching to boost individual performance. According to the study, improving individual "performance/productivity" is the most widely cited purpose of coaching.
- It pays to match the right coach with the right client. Research confirms that finding coaches with the right expertise and personality is the best strategy for ensuring the right match. Interviewing prospective coaches before beginning the engagement has a strong correlation with success.
- The future of coaching looks bright. Coaching is expected to become one of the keys to developing and retaining the highest performers in the future and will give organizations a competitive advantage in the global marketplace.
Coaching: Your Questions Answered
Using snapshots from the study, following are responses to common questions about coaching.
IS COACHING BEING USED MORE OR LESS OFTEN THAN IN THE PAST?
The majority of respondents (57%) report they use coaching more than in the past. Analysis suggests that respondents from these organizations are more likely to report higher levels of success with coaching both on an individual and organizational level.
TO WHAT EXTENT DO ORGANIZATIONS FIND SUCCESS WITH COACHING?
Of the North American sample, 69.1% of organizations agree or strongly agree that they have found success with their coaching programs and 81.8% of the international sample indicate the same.
WHAT FACTORS CONTRIBUTE TO UNSUCCESSFUL COACHING PROGRAMS?
Though a high percentage of respondents (70-80%) find success with their coaching programs, sometimes coaching doesn’t have the desired impact. The study found the top three reasons include: mismatch between coach and employee, lack of expertise in the area requiring coaching, and inability of employee to change.
HOW LONG HAVE MOST ORGANIZATIONS BEEN USING COACHING?
Among organizations with active coaching programs, 87% have been operating for more than one year and 33% have programs that have existed for over five years. Based on these numbers, the study concludes that the field of coaching and its uses are growing. In general, the researchers believe that organizations that learn to leverage coaching will have a significant competitive advantage in the global marketplace.
HOW LONG DOES A TYPICAL COACHING ENGAGEMENT LAST?
Nearly a quarter of respondents say coaching arrangements in their organizations last no more than three months, 30% say coaching engagements last six months to a year, and nearly a fifth say they last over a year. The study found that the longer an arrangement lasts, the more highly correlated it is with coaching success.
FOR WHAT REASONS ARE COACHES HIRED?
Though leadership development is among the top two reasons for using coaching, the study found improving individual "performance/productivity" is the most widely cited purpose for coaching in organizations. Overall, individual performance, productivity, and development seem to be the highest priorities in organizations that use coaching.
WHO ARE THE MOST COMMON RECIPIENTS OF COACHING?
According to the study, there are four main groups that consistently receive coaching: high potentials, problem employees, executives/leaders, and expatriates. Coaching is most commonly sought out for high potentials (60% of respondents), followed by higher-level executives (42%), and “problem employees” (37%). This is a significant shift from the past when coaching was primarily used as a remedial measure.
WHAT CRITERIA ARE USED WHEN SELECTING COACHES?
The top criteria used for selecting a coach are experience and expertise (68%), recommendations (59%), and interviewing the prospective coach (54%). The study found strong correlations between coaching expertise, personality, and coaching success.
Summary
The study's primary conclusion is that coaching can raise both individual and organizational performance. To ensure success of a coaching program, hire the right coach with the right expertise and personality match and build measurement into the coaching process to assess whether the coaching achieved desired results. It pays to do your homework before and after the coaching process. Take the time to interview potential coaches, making sure they understand the legal industry, have professional training, and chemistry with the potential coachee. Work with the coach to conduct assessments at the beginning of the program to focus the goal-setting, at a midpoint (if reasonable given the length of the coaching engagement), and again after the process to determine if progress was made. We encourage you to read the full report, Coaching: A Global Study of Successful Practices, which can be accessed here.
About Our Coaching Team: Shannon & Manch has the largest team of credentialed and experienced coaches across the United States and abroad specifically trained to work with lawyers. Each of our coaches has undergone coach training and has a master's degree or beyond and/or a law degree. To ensure that our team members maintain the highest levels of ethical and professional standards, we conduct monthly internal coaching training, provide ongoing professional development and mentoring, and hold annual professional development review meetings. All Shannon & Manch coaches adhere to the International Coach Federation code of ethics.
Kathleen Post, a Partner at Shannon & Manch LLP, is a Certified Master Coach and Director of the firm’s coaching practice. For more information about how coaching can enhance the performance of your lawyers, contact her at 202.293.8900 or at post@shannonandmanch.com.
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