Coaching Conundrum

The Coaching
Conundrum
Danielle Henderson
Regional Director
danielleh@bwinc.com
312.755.0129

25 February 2009

THE COACHING CONUNDRUM

Who We Are
A global training and consulting firm dedicated to
creating sustainable high-performance organizations

Founded in 1973 by
Buck Blessing and
Tod White
© 2009 BlessingWhite, Inc. All Rights Reserved / 2


What We Do


The Coaching
Conundrum…



Agenda
• What is “coaching”?
• Is coaching a way of life at your organization?
• What did we learn in our research?
• How do you build a coaching culture?
• What have organizations done to solve the conundrum?


What do we mean
when we say…
… “Coaching”?



A Coach Is… “A vehicle to transport very
important people from where
they are to where they want to
be…”

…and to where you need them to be.


Coaching Is…
…helping another person
• achieve his or her goals
• build skill sets or expertise
• produce the results the organization needs.

Coaching is not telling someone what to do. It is not
stepping in to actually do the work. Coaching is also not
restricted to formal or scheduled discussions.


Is coaching…

…a way of life?



A Reality Check
• Complete 15 questions.
• Score yourself.
– Count the number of
4s and 5s e2 009
© hit
– Don’t add them!
ss ingW rved
Ble R ese
• Share your findings hts
Al l Rig
with a small group.


Our research…



About Our Study
• 3rd study in the series
• Global online survey
– 2,041 respondents
– 70% North America,
14% Europe, 8% Asia,
6% Australia/New Zealand
– 50% hold the title
of supervisor or above
• 60 interviews with HR and line leaders
• Coaching profile analysis
– Assessments for 8,100+ managers

Download a copy for free from
http://www.blessingwhite.com/research


co·nun·drum
kə-‘nəndrəm noun.
A confusing and difficult problem or
question. A question asked for
amusement, typically one with a pun
in its answer; a riddle.
The Oxford Pocket Dictionary
of Current English, 2008


High Expectations, Low Accountability
% who agree
or strongly
agree
I am expected to coach and develop my team 84%
There is an established organizational belief that 67%
coaching by managers leads to greater business
results

A portion of my compensation is tied to my coaching 24%
activities



The Believers (Managers)
• 84% of managers agreed or strongly agreed that they
love to coach.
• 88% of managers overall believe that the time spent
coaching team members pays off by helping them
achieve their goals.



True Believers (Managers)
• “If I do nothing else with my staff during the week, we
always have a scheduled one on one. It is a time where
I have the opportunity to coach and it pays more
dividends then any other activity I do.”
• “If you coach your team members they are more
efficient and effective. It’s a more cost-effective way of
working in the long run. On a personal level, you also
get to see your team develop and blossom.”
• “It is fun and one of my favorite parts of the job. It’s also
important. It makes the difference between a good
team and a great team.”



Employees: “I like to be coached AND…”
100%

90%
“The coaching I receive from my manager has
significantly improved my…”
80%
87% agree
70% or
strongly
% Agree or Strongly Agree

agree with
60%
statement
“I like to
50% be
coached”
40%

69% 68% 73% 74% 71% 73% 70%
67% 64% 63% 65%
30% 60%

20%

10%

0%

Asia Australia/New Continental North America UK/Ireland Total
Zealand Europe

Job performance Job satisfaction © 2009 BlessingWhite, Inc. All Rights Reserved / 17


1 in 2 Employees
48% Receive Coaching
52%

Are NOT coached Are coached


Mismatched Perceptions
Employees… Managers…
• Want to be stretched. • Worry about having all
the answers.
And
• Want help coming up with
their own answers.



Many Managers Can’t Find the Time
• Survey says…“It takes too long.” (32%)
• Leaders say:
– “There’s no time to coach. I know I should develop my people.
I’m too busy with other tasks.”
– “Most companies now expect their people to be working
managers who tend to do ‘work’ more and ‘manage’ less.”
– “In a rapid-paced environment like ours, today’s deliverables
get attention and tomorrow’s requirements take a back seat.”
– “My goal is to help my team of highly expert scientists become
more like business partners. But it has been hard to create the
time to coach to this issue. We are so activity-driven. The
culture rewards completion of tasks.”



Relationships Rule
Organizations… Employees and managers…
• Invest in models, skills, • Rate behaviors that create
and processes/procedures supportive, encouraging, and
that structure planning and trusting relationships as
interactions. most important.



The Conundrum in a Nutshell…
• Managers love to • Managers struggle to “find
coach and see the the time”
payoff
• Employees like to be • Half don’t receive
coached and see the coaching currently
payoff
• Organizations expect
BUT • Few hold managers
managers to coach accountable or reward it
• Organizations invest in • Employees & managers
skills, processes, value trusting, supportive
models relationships
• Managers worry they • Employees want to be
don’t have all the stretched and help in
answers finding their own answers

Building…

…a coaching culture



Building a Coaching Culture
Timely
Timely
Relevant to the situation

Skills Establish trust, Build confidence
Establish trust, Build confidence
Unleash potential
Unleash potential
Coaching One-on-one, Unique,
One-on-one, Unique,
Essentials Joint accountability
Joint accountability
Individualized The culture values and
Partnerships The culture values and
reinforces coaching
reinforces coaching
The leaders value coaching
Belief & Backbone
Business strategy &
Business strategy &
results, employee
results, employee
satisfaction & aspirations
Organizational & Employee Success


What’s Important to YOU?
Step 1
• Consider your current work
priorities and what
motivates you to do your e2 009
© hit
best work…
ss ingW rved
• Identify the 3 most Ble R ese
hts
important coaching actions Al l Rig
you need from your
manager right now.


So what have
organizations done…
…to solve the conundrum?



5 Recommendations
1. Tackle your next problem with a coaching initiative.
2. Get new managers on the coaching track.
3. Think beyond coaching skills.
4. Coach the coaches.
5. Build belief & backbone into your culture.



Tackle Business Problems with Coaching
Initiatives
Don’t just tell managers to coach.
Give your managers a reason to coach:
• Culture change
• Innovation
• Increased engagement or retention
• A new business strategy
• Leadership bench strength


Set New Managers on the Coaching Track
• Define coaching.
• Dispel myths. Coaching is not:
– An event
– A discrete tactic for performance problems
– A one-size-fits-all approach
– Something you do to employees
– Advice
• Emphasize relationships when on-boarding.



Think Beyond Coaching Skills
“We had an assistant store manager who
transferred to a new location. She never took the
time to build relationships and just told people
what to do. Then she went to a coaching
workshop, came back, and started coaching –
but things didn’t go well. She did it ‘to’ her
team. She eventually left the company.”
• Encourage manager-employee dialogue.
• Stress authentic leadership.
• Address trust issues.


The Impact of Trust
Coaching Actions…
With Trust Without Trust
Conversation Interrogation
e2 009
Feedback © t
hiReprimand
s ingW Micromanaging
ved
Check-in
Bles ser
s Re
Concern ight “Spying”
A ll R
Interest Meddling

Goal-Setting Orders

Delegating Dumping
Partnership Boss-Subordinate


Coach the Coaches
• Set the tone.
• Cascade from above down through the ranks.
• Model it.
• Provide support.



Build Belief & Backbone into Your Culture
• Change your talk.
• Set expectations.
• Build accountability and rewards.



What’s Next?
Timely
Timely

Skills Establish trust, Build confidence
Establish trust, Build confidence
Unleash potential
Unleash potential
Coaching One-on-one, Unique,
One-on-one, Unique,
Essentials Joint accountability
Joint accountability
Individualized The culture values and
Partnerships The culture values and
reinforces coaching
reinforces coaching
Belief & Backbone
Business strategy &
Business strategy &
results, employee
results, employee
Organizational & Employee Success


How BlessingWhite Can Help

Coaching Culture
Diagnostics

Executive Coaching Senior Leader Master Class
& Consulting Solving the Coaching Conundrum

Helping Others Leading Technical High Performance
Career Coaching
Succeed Professionals Coaching
Workshop
Process Program Workshop


Questions?
Thank you ODN Omaha!
danielleh@bwinc.com

312.755.0129
www.blessingwhite.com/research


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