Relationships key to coaching outcomes, says major study

The relationship is what makes the most difference to coaching outcomes. Client self-efficacy (the client’s self-belief) is also an important active ingredient in successful outcomes, according to preliminary findings from the Greatest Coaching Outcome Research Project, thought to be the largest-ever such study. The project also finds that clients, coaches and sponsors agree on what they see as a coaching outcome, and that coach self-efficacy does not correlate with client outcome – unlike client self-efficacy – be it rated by the client or the coach. Lead researcher Erik de Haan and lead statistician Nadine Page, both from Ashridge Centre for […]

Ridler 2013: Credibility voted top quality in coaches

Credibility and gravitas are the most important qualities for sponsors seeking external coaches. Some 99 per cent of respondents to the latest Ridler Report rated these qualities as the most important, followed by “listens well” (97 per cent). Credibility and gravitas are associated with a track record of successfully coaching business leaders, a broad business understanding and appreciation of the sponsor’s business context, underpinned by their experience, and “generally sounding and looking like they would relate easily to senior business leaders”, according to interviews with sponsor organisations. Also important is the coach “coming across as open and sincere” (88 per […]

News in brief

Ethical dilemma Some 63 per cent of managers in the UK have been expected to behave unethically at work, according to a survey of more than 1,000 managers by the Institute of Leadership and Management and Business in the Community. Ten per cent of respondents report having left jobs after being asked to do something that made them feel uncomfortable and nine per cent that they had been asked to break the law at work. UK cancels sick days Some 93 per cent of UK employees come into work despite being ill, according to a survey of more than 1,000 […]

UEL launches coaching/counselling PGC

The University of East London (UEL) is launching what it believes to be the first postgraduate programme in the world to integrate counselling and coaching. Dr Nash Popovic, senior lecturer at UEL, said the university was launching this programme to meet “considerable demand for practitioners who can offer both to the same client. “There is no doubt clients want value for money and for their time. More and more want to explore their internal world and resolve their inner conflicts, but they also want to make a tangible behavioural change. This makes sense: both are necessary,” he said. The one-year […]

News: conference round-up

Association for Coaching (AC) Ireland International conference, 25-26 April, belfast Coaching empowers at Irish electricity board The Electricity Supply Board (ESB)’s coaching strategy is “unashamedly about business performance”, said David O’Brien. “If you’re not getting improved performance, it’s a waste of money. “There is a huge tranche of our people who think this is mumbo jumbo. You’ve got to be able to explain to senior management why coaching will help them achieve their objectives. We talk about the whole talent strategy,” said O’Brien, executive coach, ESB Networks. When the Irish utilities business formally introduced coaching in 2006 to boost morale […]

Outcome report: conversations are key to results

Erik de Haan and Nadine Page report on the largest quantitative coaching outcome study to date which they believe breaks new ground and will help to improve the effectiveness of coaching relationships. Coaches have long sought to improve their coaching conversations and have frequently questioned the effectiveness of their work and the impact it has on helping clients to meet their objectives. However, despite being curious about the effectiveness or outcome of their coaching practices, there have been few serious attempts to explore the propensity of their practice in a reliable and validated way. We estimate there are probably fewer […]

Rising Minds

Rising Minds reaches out to people in crisis Two coaches have set up a social enterprise offering commercial quality coaching and mindfulness training to people held back by difficult circumstances or past experiences. Rising Minds was formed by Michele Grant and Tim Segaller, who felt inspired to bring transformative tools to people without the means to pay – long-term unemployed people, social housing tenants, those recovering from addiction and ill health, and ex-offenders. “We saw that there’s ample support for people in crisis – either through statutory provision like health or social services, or through third sector mentoring and counselling, […]

The new normal

Neela Bettridge and Philip Whiteley A new book argues that the principles of coaching are incompatible with the conventional business model In coaching, the focus is on personal preparation and personal qualities, and it is tacitly assumed that this agenda is consistent with the ideas that have underpinned the business model. As weaknesses in the 20th century MBA, and the economic theories that underpin it, become more evident following unexpected banking and market collapses, shouldn’t coaches and their more enlightened clients be helping shape a business model for the 21st century? Specifically, can a model assuming the human to be […]

Three minutes to midnight: How do you want to be remembered?

A series of columns on our role in tackling the complicated economic, environmental and social challenges we face. It is a place to question, offer, share, explore, challenge, dissent, celebrate, reflect, learn and enjoy How do you want to be remembered? In our last column we reported how all the major coaching bodies now have statements like: “In service of humanity flourishing…”, “make a sustainable difference to individuals, organisations and, in turn, society” and “for the benefit of society” in their core strategies. A question that quickly comes up when we discuss this with coaches is: “Is it legitimate to […]

Troubleshooter: Collision course

The strategic head of a global telecoms organisation is considered integral to the business. But when a new CEO arrives with his own team, the head is left isolated and unclear of his role. What now? Colin is a vice president of a multinational telecommunications company. He was hired as head of strategy for his experience and exceptional capability in thinking critically. He was a crucial member of the executive team. The board of directors then replaced the current CEO with whom Colin had had a very constructive relationship. The new CEO wanted to bring in his own people, but […]