Trandforming thinking and performance in organizations: Global Research Study
Results Coaching Systems is launching a global study with large organizations in many countries, including the US, India, Africa and the Asia Pacific region.
If you work at a large organization and want to participate, email mattrule@resultscoaches.com and he will set this up for you.
New trends in how large organizations are using coaching
I recently completed a round of meetings with large organizations in Asia, Europe and the US over a 3-week period. It culminated in a visit to the Conference Board Executive Coaching Summit in NYC, where many companies presented their current strategy around coaching.
Many organizations canceled all outside consultants and coaches last year, slashed their budget to zero and removed the team in charge of coaching. Now these firms are starting to thinking about how to rebuild learning and development resources for their leadership teams, but on tighter budgets. Much tighter. One of the great things about times of deep change is you can start again, doing things properly, the way they should be done, rather than the way they have always been done. It is usually easier to start a new initiative than it is to change an initiative midstream, when all the stakeholders and the system itself pushes back. The combination of tight budgets, and the ability to create from scratch, seems to be driving three emerging trends in how organizations are thinking about coaching. These include more focus on internal coaching, thinking of coaching more broadly as a learning enabler, and thinking more strategically about coaching.
Trend one: the rise of internal coaching
One big trend happening is a shift toward internal coaching. Organizations are seeing that a large amount of coaching can be done in house, and are wondering how to do this. This is an area I have been excited about and studying formally since 2002.I published a white paper a couple of years ago that summarized a range of findings from helping around 100 firms build internal coaching capacity. I think these findings are even more relevant today. Here is a summary of some of the bigger insights in this paper. If you'd like a copy of the full white paper (which was also published in a peer-reviewed journal), email Kathy Meehan at kathymeehan@resultscoaches.com
A surprisingly large population can be coached internally.
It is true that senior executives at the C-suite level may demand external coaches. I also think that remedial coaching, where there are significant behavioral issues, is best done externally. However, this still leaves a huge body of people who can be coached inhouse. At EDS this was over 400 executives a year, most of whom would not have been given external coaching. Internal coaching is great for driving performance, improving innovation, increasing engagement, helping with on boarding new people, assisting with transitions and providing development for high potentials. That's plenty of coaching that can be done internally at a fraction of the cost of external coaching.
Coaching others is not just rewarding, it improves the coach's productivity and reduces stress. This has been one of the big surprises. The splash back effect of coaching turns out to be quite significant. Coaches report getting as much or sometimes more benefits than the people they coach. So much so that it’s hard to take coaching off a leader once they have been coaching others, they get quite upset about losing what can be one of the most rewarding parts of their job. Richard Boyatiz explains the science of this phenomenon in a paper called Building Sustainable Leaders. This makes coaching others one of the best development programs for senior leaders themselves.
A lot of coaches each with just a few coachees may be the best model.
Our initial research points to a sweet spot where a leader gets great personal benefits from coaching about 2.5 people a year on average. This means they have one coachee at any time. Too many more and it can take over other work. Any less and they lose momentum in learning to coach. I think it is better to have more people do a bit of coaching, than it is to try to make a small number of people be better coaches. I believe there is so little out there in terms of positive, personalized support, that great benefits can be had from fairly good coaches being available widely.
Senior leaders are willing and able to coach well. Make senior leaders the coaches, not just HR people, to support the credibility of an initiative. In reality a mix of about 50/50 works well, though I find that the more senior leaders are coaching, the better for everyone. I have found that, as long as the coaching approach is credible, senior leaders are willing to engage in learning new skills, and tend to be very effective coaches, in quite a short amount of time. You can not ask them to take a week out to be trained, but a short and intense training program can be effective, if it is well thought out. If you give people some good training and a process to follow, I have found a high percentage of leaders make good coaches, higher than I expected at the start of this.
There is strong demand for internal coaching from employees
We’ve never had a problem easily filling coaching places – employees tend to really appreciate being given a coach. One of my favorite quotes: This is the first time the company has given me something that really helped me do my job.
The ROI on internal coaching is fantastic
We have done two full studies on internal coaching, after just one round of coaching, showing 17:1 ROI and 39:1 ROI (see links below.) The best ROI I have seen on external coaching is around 7:1.
I will be running a webinar on April 21, at 12 noon US ET. It's free to register, click here to reserve a place. I will be sharing what I have been learning since 2002 about designing, positioning and rolling out internal coaching programs, with lots of opportunities for questions and interaction with participants.
There is a lot more to say about internal coaching, if you would like to set up a time to speak with me or one of my team further about this, email me at davidrock@workplacecoaching.com
Trend two: thinking of coaching as a broad learning-enabler
Another trend I am seeing is the idea of using coaching broadly to drive learning, instead of just using training. A few studies show that following up after a training can create half the behavior change. To run a learning and development framework using just training, without one to one support and follow up, may be missing half the value. A client like EDS saw this back in 2005 and decided to build internal coaching capacity into their global learning function, which until then only delivered training. Their vision was that every learning event would involve pre-work, an event, then follow-on coaching, all delivered with internal resources. Over a couple of years they trained 3,000 leaders in coaching skills (without anyone traveling at all), and developed over 100 internal coaches who coached over 400 executives a year. You can read more about this initiative in a white paper here.
The point here is to get maximum value out of learning interventions, without making them longer or more expensive. A 2005 paper by Jack Zenger in the ASTD 'Training and Development' journal called The promise of phase 3 put this issue as clearly as I have seen it expressed anywhere. Most companies don't invest in follow up, they invest in bells and whistles inside trainings, when the follow up appears to be the easiest place to improve the effectiveness of learning. How do you develop the ability to add follow-up to all learning programs? That involves some strategic planning and thinking, and finding an approach to coaching that sits well across many domains, which is the third trend I'm seeing.
Trend three: thinking strategically about coaching (not just 'letting it happen'.)
Another trend emerging involves companies thinking about how they might integrate coaching more strategically into their L&D framework. Instead of just using external coaching to develop senior leaders, organizations are beginning to think about how it can support many aspects of L&D, including on-boarding, performance management, transitions, high potential development and more. It is also been seen as a way to provide support to top people, to help the business builders close deals, or as a way to support important communities, such as high potential female executives.
I will say that unfortunately the majority of companies are not thinking strategically about coaching. They are more just letting it happen. I have met with dozens of organizations at various stages of the cycle of building a coaching culture, and have seen some real challenges with this approach. It's similar to installing software - if you let the business work it out as it goes along, sooner or later things get very messy. This is happening with coaching: many firms have multiple models, multiple definitions, no clear strategy and no way to measure impact. This makes it hard to get wide buy in and therefore it becomes hard to scale up coaching. Some big names companies in the end have decided to give up on coaching altogether. This is a big shame: to me, nothing is as effective at unlocking insights and increasing engagement as good coaching. The key is to find a good model that suits your organization, that is credible enough to be taken seriously.
Thinking strategically about coaching means having a 3-5 year vision for how you might use coaching, a robust theory base for coaching, clear definitions and a set of well-defined coaching models. You also need systems and approaches that sit well with an organization and can be used in multiple ways. It also helps to be clear on how you will measure and communicate your coaching programs. This is the kind of work I get to do with a few clients that really excites me. There is a one and a half hour audio presentation that one of my team gave on this whole issue that you may find helpful, download it for free here.
On a final note, I am working on a research project this year to explore how companies are building their coaching initiatives more broadly. Email me if you would like your organization to participate in this, at davidrock@workplacecoaching.com
After a good three week break in December (which my brain really enjoyed) I am back into the swing of creativity for the year. Here are some things I am involved in that may be of interest.
Learn about Brain-Based Coaching, or get certified as a coach Once in a while my organization puts on a training program in NYC, for people who want to learn to coach based on the brain. Next program starts 12 Feb in Manhattan. It's an ICF- Accredited Program (ACPT) and good for new or already trained coaches. Speak to Kathy Meehan kathymeehan@resultscoaches.com or see the web.
There are also programs coming up in 25 cities in 14 other countries, including in Calgary, India, the Middle East, Africa, the UK, Prague, Helsinki, Sao Paolo, Singapore, Hong Kong, Auckland, and Sydney. See the web for details.
Next intake of NeuroLeadership Post Graduate Certificate program - March 2010 The first program has been a great success, with students really inspired by the learning and most going on to module 2. The next intake starts mid March 2010, with another in September. Places are limited each intake. Click here for details or to register.
Update on Your Brain at Work I'm really pleased with the feedback on the book so far, with some great reviews on Amazon, in TIME Magazine and Reuters. It's soon out in languages including German, Chinese, Czech, Thai and Korean. A talk at Google's headquarters based on the book is online and has been viewed by over 20,000 people now (which feels a bit weird...!) Watch it here: I will be leading some online learning programs coming up for people anywhere in the US and Asia Pac. More info coming soon.
NeuroLeadership summit debrief There's now a full debrief online about the recent summit, complete with pictures and lots of free audio. See the NeuroLeadership Blog.
Twittering away Am still enjoying sharing research and brain insights on Twitter. My profile is davidrock101.
2009 has been the biggest year for me on a professional level, with so many highlights. Here are some of the bigger ones, focused on resources that may be of interest to readers.
The launch of Your Brain at Work This was indeed the biggest event of my year, and the culmination of a 4 year project. It's amazing how hard it is to create something simple! Am really happy with the feedback on the book, and of course the reviews in TIME magazine, Reuters, Fortune Small Business and others. It was great to make it to the top 10 best selling business books in October, but the best feedback is hearing others get really excited discovering that understanding your brain opens up opportunities for improving the quality of life. There is a full debrief with photos about the launch itself in NYC here.
Launching a textbook, Coaching with the Brain in Mind. It was strange launching two books in a year, but it just happened that way - I was working on this for 5 years, and Linda Page helped to complete it. At 600 pages, it's a big book, covering everything that a coach should know about neuroscience, plus systems theory, learning theory, change theory and more.
Blog at The Huffington Post I recently started blogging on this high profile site, which has a political bent if you don't know it. My first post was 'Are our minds going the way of our waists' which explores the neurological impact of social media, which in some ways is similar to what's happening with empty calories. It certainty garnered a lot of comments! I will write here from time to time when I feel I have something to say.
Twittering This year I dived into Twitter a little and have enjoyed posting new research and interacting with people in this unusual format. I also think there are some dangers with social media. It's good (but hard!) to limit the time spent on them, if you do then social media can be useful. My profile is DavidRock101 on Twitter.
Speaking at Google (and a first foray into YouTube) I wrote about the overall experience of speaking at Google here, and the talk was filmed and put on Youtube. It was fascinating to see 15,000 people check it out in just two weeks. The power of the web at it's best.
Teaching at Oxford University Said Business School I have enjoyed facilitating discussions about the neuroscience of leadership to global audiences each year, and this year I got to work with a great group from across the Middle East. Doing mindfulness exercises on the lawn at was one of the highlights.
The 'SCARF' model in strategy+business magazine The paper 'Managing with the brain in mind' based on the SCARF model was my first 'cover story'. Lots of people have found the model really useful. Am grateful to Art Kleiner at s+b for his ongoing support.
TedXTokyo In 2009 I started to connect a little with the TED community, and gave a talk at the first TEDx event in Tokyo. The event was opened by the princess of Japan, and run by Patrick Newell, who founded one of the best schools in the world, the Tokyo International School. There will be a video online soon of the sessions.
Growth of Results Coaching Systems My coaching and consulting firm grew substantially in 2009, with offices opening in Finland and Brazil and operations taking off in India. We also started to work with some exciting new clients, helping leaders across the globe be more effective. Our new purpose was clarified at a leadership retreat, which is now to transform thinking and performance. We've also been hiring regularly and growing as an organization, despite the downturn overall.
Launching the first ever academic degree in NeuroLeadership the post-graduate certificate in the Neuroscience of Leadership launched this year, thanks to the hard work of the team working behind the scenes at the NeuroLeadership Institute (a big thanks to Lee Hull especially!) The first program has been better received than I had expected, and the next intake is March 2010. There's more info on this here.
The 2009 NeuroLeadership Summit The 4th Summit, this one at UCLA, was a big hit. We did a full debrief of this event with audio summaries and lots of photos, which you can check out at the institute blog.
The 2nd edition of the NeuroLeadership Journal This was finished and shipped just before Christmas. At 100 pages, the 2nd edition is bigger and better, with a range of important research and insights. Learn more here.
Just reading all that makes me feel the need for a good rest. Looking forward to a few weeks off to relax with my family.
Perched high above midtown Manhattan overlooking Central Park, 130 guests came to celebrate the launch of Your Brain at Work. Guests included the media, senior executives from around the city, consultants, coaches, and some new and old friends.
We heard from Joe Versace, the host of the event. Then Art Kleiner (right), the editor of strategy+business magazine, introduced me and the book. (strategy+business is where a new paper on the SCARF model has just been published.) It was wonderful to see Brad Choyt, director of the BlueSchool along too (left).
After I presented the story of how the book came about and the book's big ideas, people began to ask some great questions. Like 'what is a great idea?', 'How exactly does it help to understand the brain', and 'Why is positive change so difficult'. Am going to post about a few of these questions on my new blog on Psychologytoday.com. (Speaking of which, my excerpt from the book about the Neuroscience of Mindfulness has been very popular).
It was wonderful to have my family with me, and one guest asked my daughter Trinity to also sign his book, which she was very pleased with indeed.
If you weren't there, you can also download and listen to a recorded telecall from one of the virtual launches last week held worldwide.
You can also join me at one of the new 'Your Brain at Work' workshops coming up in NYC (November 7), Singapore (November 21), Sydney, Australia (December 1) and Mumbai in India (December 15).
Your Brain at Work is out today. I am really excited and of course a bit nervous to see how it will go. Really appreciate any support in spreading the word about the book. Click here to see the book on Amazon.com
I worked harder on this book than any project before, and I am really proud of what it says and how it's come out. People have been saying it's having a profound impact on them, which is the very best thing.
Free telecalls with key insights from the book There are free telecall events October 6 and 7, at times suitable worldwide. Register here
Global Launch in NYC - Free book and other goodies. If you're in NYC, come to my global launch on October 13 in midtown. Email me to get an invitation, davidrock@workplacecoaching.com
Upcoming launch events in NYC and around the world Teleconference events: October 6 & 7 One day workshop with the Conference Board: October 19 In person workshop in NYC: November 7 NeuroLeadership Summit: October 27-29 Silicon Valley Launch: 12 November Singapore one day workshop & launch: November 21 Sydney launch: Week of December 1 India launch: Week of December 7
Ambassador program If you'd like to get a few copies for colleagues, I have an 'Ambassador' program. Buy 12 copies at a discount and get lots of free goodies including free places at a new workshop about to be released.
2009 NeuroLeadership Summit nearly full The next summit, this one in Los Angeles at UCLA, is nearly full, with only 25 places left as of October 6. We have an amazing line up of presenters including neuroscientists Daniel Siegel, Marco Iacoboni, Matt Lieberman, Naomi Eisenberger Jonah Lehrer, along with leadership greats Warren Bennis and Werner Erhard. Click here for full program details.
Job opening at RCS in North America My coaching organization RCS is growing...in fact we grew 50% in the last 12 months, despite the global economy. We're hiring someone to focus on sales of public programs across the US and Canada. If you have a flair for sales and a little marketing, contact Lisa Rock for info, on lisarock@resultscoaches.com
