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Some Managers Doubt Impact of Coaching on Business
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North American managers are less likely than those in other regions to believe coaching actually improves the bottom line, according to a study by global consultants BlessingWhite. Sixty-five percent of managers in the U.S. and Canada believe that coaching leads to greater business results compared with 71% in Continental Europe and 74% in Asia. The U.K. and Ireland trail with 63%.
Percent who agree or strongly agree: “There is an established belief in this organization that coaching by managers leads to greater business results.”
Asia 74%
Australia/NZ 74%
Continental Europe 71%
North America 65%
U.K./Ireland 63%
Average 67%
The firm’s findings, reported in the new study “The Coaching Conundrum,” are based on input from more than 2,000 managers and employees with companies in 17 countries.
“We found an unexpected ambivalence toward coaching among companies in all regions,” said BlessingWhite’s coaching practice leader Cathy Earley. “Our study presents a puzzling picture of good intentions, missed opportunities and conflicting messages about the importance of employees being coached by their managers.”
According to Earley, organizations frequently maintain that managers’ coaching has an impact on the business itself as well as on employee engagement, and even on talent management. “They make these claims in their mission statement or annual report, but the truth is that very few have actually created a culture where the coaching of employees is a best practice that’s fully supported and rewarded.”
The new report identified a series of disparities between stated objectives and the reality of coaching by managers:
• While most managers say they love to coach and most employees like to be coached, only half of respondents in North America and Asia in fact receive coaching. Even fewer in Europe get coaching.
• While organizations, managers and employees appear to believe in coaching’s contribution to their success, many managers admit they do not spend enough time coaching.
• While a large majority of managers are expected to coach, only one-quarter have their compensation tied to coaching.
• While managers who coach regularly describe the tangible benefits (e.g., increased team productivity) and two-thirds of employees who receive coaching say it improves their satisfaction and performance, coaching is usually characterized as a kind of altruistic behavior to support employee needs or a way to build a talent pipeline. In other words, coaching is viewed as supplementary to a manager’s core responsibilities.
• While managers worry about whether they have all the answers, employees do not really want advice so much as to be stretched and helped in sorting through problems.
• While organizations and managers talk a great deal about such things as coaching skills or processes, the essential contributor to effective coaching is a trusting and supportive relationship.
Earley believes managers need to stop thinking of coaching as an event to be scheduled after one’s own work is done or as a means of dealing with a performance issue. “The role of coach isn’t something managers should turn on or off,” explained Earley. “Instead, managers need to adopt coaching as a daily leadership practice and focus on creating a supportive environment for their teams.”
Of the 2,041 survey respondents, about half were managers. The survey was conducted between August and September 2008. Seventy percent of the respondents reside in North America. The full report on “Coaching Conundrum” can be downloaded at www.blessingwhite.com/cc_report.asp
BlessingWhite is a global consulting firm dedicated to creating sustainable high-performance organizations. Founded in 1973, the firm has worked with almost three million professionals in thousands of organizations. www.blessingwhite.com
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