| The latest study on executive coaching ROI is the | | | | 1. Those who accept feedback and try to make |
| International Coach Federation's Global Coaching | | | | appropriate changes make more progress. |
| Client Study of 2009. It found that coaching racks | | | | 2. Those who have supportive bosses and keep |
| up a whopping 700% ROI for organizations. That | | | | them informed make more progress. |
| means that an $18,000 investment in a coach | | | | 3. Those who look for experienced and |
| returns over $110,000 to the bottom line. That is | | | | credentialed coaches who can see things |
| all well and good but what does it mean? How | | | | differently yet be supportive make more |
| does executive coaching do that? What can an | | | | progress. |
| organization do to ensure it gets great ROI from | | | | 4. Those who create metrics for their success |
| its coaching engagements? | | | | make more progress. |
| Some other metrics the International Coach | | | | 5. Those who have a finite coaching engagement |
| Federation reported are that executives who | | | | (6 months to 18 months) make more progress. |
| were coached for a minimum of six months | | | | There are also a number of coach activities that |
| experienced a 77% improvement in their working | | | | tend to make the coaching engagement |
| relationships with direct reports; 71% with | | | | successful. They are: |
| supervisors; 63% with peers. Additionally job | | | | |
| satisfaction rose 61% and organizational | | | | 1. Focusing on strengths to figure out a way to |
| commitment went up 44%. | | | | increase their use and effectiveness. |
| Having an executive coach work directly with an | | | | 2. Tying metrics to organizational competencies. |
| executive has bonus side effects. It increases the | | | | 3. Using 360 feedback instruments and 360 |
| productivity and effectiveness of their teams | | | | interviewing processes. |
| because they become better leaders. It increases | | | | 4. Engaging the executive in action learning for |
| overall job satisfaction because the coached | | | | immediate relevance. |
| executives have learned how to create | | | | 5. Using behavior modelling to encourage high level |
| empowering environments where people want to | | | | behaviors. |
| work hard. Customer service satisfaction numbers | | | | 6. Shadowing the executive to get real-time |
| increase because the coached executive really | | | | information and to give immediate feedback. All of |
| gets how important that is to the bottom line and | | | | these things work together to result in the kind |
| they prepare their service providers better. Finally, | | | | of coaching outcomes mentioned above. An |
| turnover decreases because people are happier | | | | organization needs to integrate coaching into their |
| where they are (turnover is almost always in | | | | human resources plans so that it is tied to other |
| an inverse correlation with job satisfaction.) | | | | measures of performance and leadership |
| Here are some rules of thumb that will help make | | | | development. |
| each coaching engagement more likely to be | | | | If you have any questions about executive |
| effective. These are characteristics and behaviors | | | | coaching or executive coaching programs I would |
| of the executives being coached. | | | | be happy to talk with you. |
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