Leadership Coaching for Business Results
Feb05-38
“As long as there are human beings doing the work, businesses can profit by creating more fruitful relationships with them.” Stratford Sherman and Alyssa Freas, Harvard Business Review, Dec. 2004
Many attempts have been made over the past decade to quantify return on investment of coaching programs for executives in organizations.
Some spectacular results have been recorded.
Yet even with the application of ROI standards commonly used for measuring training and development programs, there remain too many variables to establish reliable data. It is difficult to quantify data of a qualitative nature.
In 2003 Anthony M. Grant of the University of Sydney surveyed coaching research and found only 56 studies that met standards of reliable methodology. There were only 131 peer-reviewed studies since 1937. While the outcomes of coaching programs appear to be positive, the quality of research on coaching is extremely poor. There are new studies being conducted currently by academics, but it may be years before there are authoritative guides and best practices for coaching.
The market place is perhaps the most vocal proponent of the use of coaching for executives for leadership development. Top corporations such as GE, IBM, Hewlett-Packard, JP Morgan Chase, and Goldman Sachs are among those that invest heavily in hiring coaches for their executives. Overall, annual spending on coaching in the US is roughly estimated at $1 billion.
One of the most widely cited and reliable studies on coaching effectiveness is this:
Gerald Olivero, Denise K. Bane and Richard E. Kopelman, “Executive Coaching as a Transfer of Training Tool: Effects on Productivity in a Public Agency” appeared in Public Personnel Management, vol. 26, no. 4 (1997), pp. 461-469.
Summary: Describes the advantages of one-on-one executive coaching in positively influencing transfer of training. Examines the effects of executive coaching in a local government agency. Thirty-one managers took a management development program, followed by eight weeks of one-on-one executive coaching. The study finds that training increased managerial productivity by 22.4 percent, while coaching increased productivity by 88 percent.
Other studies rely on perceptions and qualitative data and may not be as reliable. Some report a 10 to 1 return on investment, others a 5 to 1.
The full version contains the following concepts:
The Business Case for Executive Coaching
Finding Good Coaches
Three Key Elements in the Coaching Relationship
Are You Ready to Hire a Coach?
Resources on Executive Coaching
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