Released on: January 2, 2008, 6:55 pm

Press Release Author: Meiron Lees

Industry:

Press Release Summary: The question many Australian leaders have pondered is whether
corporate coaching, executive coaching and leadership training is worth all that
it's meant to be. Often the problem is that corporate coaching and executive
coaching programs have no measurable results.

Press Release Body: Millions of dollars have been invested particularly over the
past 5 years into various corporate coaching and executive coaching programs. But
has the investment really paid off and how do we know what impact it has made?

In answering this question I would like to take this discussion a step backwards for
a moment to the reason why any corporate coaching or executive coaching program is
implemented in the first place?

I would assume that some area of the business was not performing the way it should
be. This performance could be behavioural or outcome driven. For example it may be a
leader's behaviour that requires change or a revenue result that has not been
acceptable.
Either way there was an underlying factor for a corporate coaching, executive
coaching or leadership training program to be initiated.

Here's the problem.

What normally occurs after the recognition of the coaching requirement is finding
the appropriate corporate coaching specialist and implementing the coaching program.
What often fails to occur is agreement on the measurement aspects of the corporate
coaching or executive coaching program.

Subjective assessment by nature is insufficient and unreliable due to its many
variables that are likely to create bias. Without precise, specific and objective
measurements the corporate coaching program lacks the accuracy of action and
accountability of both the coach and the participant.

It is imperative before any corporate coaching or executive coaching program be
implemented, that a detailed proposal including milestones, time lines and the key
actions that will be required from the participant be outlined by the coach. It is
suggested that this proposal be communicated at the pre approval stage after an
extensive brief have been provided. Sign off should not occur before this has been
done.

In this way the decision makers of corporate coaching programs will be able to
ascertain the participant's readiness for change and provide their input into the
content of the program.


It is also important that agreement of outcomes be reached between the participant
and the coach. Commitment of action of the participant will be key factor in the
success of the corporate coaching program. Open communication with the participant
is crucial to identify any aspects of the corporate coaching program that he/she
feels are uncomfortable, unreasonable or unattainable.

Another aspect to be included in the proposal are the restraining factors that may
prevent the outcomes from being reached. These factors are valuable to identify at
the preliminary stages of the corporate coaching program as they serve as a
reasonable predictor of the degree of success upfront.

The feedback component to the corporate coaching or executive coaching program is
another area of consensus. This is where the coach presents an updated report to the
decision makers about the progress of the participant, areas of challenge and speed
of learning. Communication of this nature will keep both the coach and the
participant in check and external opinion may be extremely valuable to any problem
solving requirements.

To conclude it is evident that the structure and process followed before the
execution of any corporate coaching or executive coaching program is a major factor
in the composition of measurement and ultimately the success of any corporate
coaching intervention.

Web Site: http://www.innercents.com.au

Contact Details: Suite 401 4 70 Pitt street, 61292991833, 61292991874,
support@innercents.com.au