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EFFECTIVE
COACHING
ASSESSMENT
BY DR ALISON CARTER
AND DR ANNA BLACKMAN
Figure 1
References
Blackman A, Carter A & Hay R, 2014, Initial
findings from International Coaching
Effectiveness study, in Lindall P & Megginson
D (Eds) Book of Conference proceedings from
the 4th EMCC Research conference, European
Mentoring and Coaching Council.
WWW.AITD.COM.AU
Barriers
Facing barriers is very common with
84% of coachees reporting barriers
and 16% facing no barriers. Individual
barriers encountered can be grouped
into six main barrier categories:
30% of barriers related to coachees
own readiness and engagement;
29% coaching model used;
14% organisation culture or
unsupportive boss;
10% coachs manner or skills;
9% external events;
5% coaching relationship/
incompatibility;
3% other.
The top five most common individual
barriers are shown in Figure 1. Unclear
development goals is the biggest issue,
but we do not know if this lack of clarity
is mainly an organisation issue (eg poor
communication between employee
and their boss, or changing priorities),
mainly a coach issue (eg poor or rigid
goal setting process), or a combination
of both.
Barriers differed for coachees from
different regions: for coachees outside
Europe, Australia and New Zealand it
was personal issues affecting readiness
for coaching that were the most
prevalent. This included the timing
was not right with respondents giving
examples such as too late in my career
or going on maternity leave. For
coachees in the UK, Australia and New
Zealand issues affecting their ability to
engage were more common, such as
emotions getting in the way and
feeling defensive.
Most coachees overcame barriers as
89% reported that their coaching was
effective. Was there a statistical link
between the 11% reporting limited/no
Other findings
As well as offering insights into barriers,
our study empirically confirmed what
everyone already knew: coaching works!
The process of being coached is tough,
and not all employees expect that. Our
results suggested that coachees must
put in the effort to be able to achieve the
results desired. We found that only 46%
of coaches consider that they put a lot of
effort into their coaching. Coachees also
need to be committed to the coaching
process and confident that they will be
able to achieve the outcomes they have
set for themselves.
Implications
For coaching scheme organisers we
suggest/re-affirm a few dos and donts for
improving the coaching experience of
your employees.
Do:
Expect managers to provide clarity
and honesty about the reasons for
nomination and what they want from
the coaching outcomes.
Ask employees for a description of
their coachs style and approach when
they have finished: this will help future
employees select coaches.
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