Research

“The 2009 ICF Global Coaching Client Study provides information about coaching clients, their decision making process, and their opinions about coaching. The main purpose of this study was to generate data on people who have experienced professional coaching and the results they achieved from it.” International Coach Federation website.

Participants in the study reported four main benefits from a professional coaching experience:

1. Increased Productivity: Professional coaching explicitly targets maximizing potential and in doing this unlocks latent sources of productivity. At the heart of coaching is a creative and thought-provoking process that supports individuals to confidently pursue new ideas and alternative solutions with greater resilience.



 
   IMPROVED WORK PERFORMANCE 
 

 
   IMPROVED BUSINESS MANAGEMENT

 
 
   IMPROVED TIME MANAGEMENT
 

 
   IMPROVED TEAM EFFECTIVENESS

 

 

2. Positive People: In the face of uncertainty caused by workforce reductions and other factors, expectations of employees are very high. Restoring self-confidence to face the challenges is critical to meet organizational demands.

 

 

 

 
  IMPROVED SELF CONFIDENCE

 
 
   IMPROVED RELATIONSHIPS

 
 
   IMPROVED COMMUNICATION SKILLS

 
 
 IMPROVED WORK/LIFE BALANCE

3. Return on Investment: The coach-client relationship generates learning and clarity for forward action with a commitment to clear measurable outcomes.

Coaching offers a good return on investment for individual clients and offers a significant return on investment for companies.

     THAT MADE BACK AT LEAST THEIR INVESTMENT
     THAT MADE BACK AT LEAST THEIR INVESTMENT
 Of the 86%, 28% saw an ROI of 10 to 49 times the investment
AND
19% saw an ROI of 50 times their investment

 

 

4. Satisfied Clients: Virtually all companies or individuals who hire a professional coach are satisfied. If your company is not thriving, coaching is an effective catalyst for change.



 
 "Somewhat" or "Very satisfied"
WITH OVERALL EXPERIENCE

 
 
 WOULD REPEAT THE PROCESS

 

 

 

 

 2013 Executive Coaching Survey-Stanford University’s Graduate School of Business / Stanford University’s Rock Center for Corporate Governance / The Miles Group.

“More than 200 CEOs, board directors, and senior executives of North American public and private companies were polled in the 2013 Executive Coaching Survey that Stanford University and The Miles Group conducted this spring. The research studied what kind of leadership advice CEOs and their top executives are – and aren’t – receiving, and the skills that are being targeted for improvement.”…..

“Nearly 66% of CEOs do not receive coaching or leadership advice from outside consultants or coaches, while 100% of them stated that they are receptive to making changes based on feedback.”…..

How to handle conflict ranks as highest area of concern for CEOs – When asked which is the biggest area for their own personal development, nearly 43% of CEOs rated ‘conflict management skills’ the highest.”….

Top areas that CEOs use coaching to improve: sharing leadership/delegation, conflict management, team building, and mentoring. Bottom of the list: motivational skills, compassion/empathy, and persuasion skills. “A lot of people steer away from coaching some of the less tangible skills because they are uncomfortable with touching on these areas or really don’t have the capability to do it,” says Mr. Miles. “These skills are more nuanced and actually more difficult to coach because many people are more sensitive about these areas. However, when combined with the ‘harder’ skills, improving a CEO’s ability to motivate and inspire can really make a difference in his or her overall effectiveness.**” … (Italics added)

Source:Stanford Graduate School of Business website.

**This is where professional coaching can drive major change and new perspectives, that support leadership development.

 

 

Executive Coaching Survey ’14 Evidence and Interaction - 9th Annual Report, © 2014 Sherpa Coaching

In this report the following groups were surveyed …”coaches, clients, HR and training professionals, and a wider group of professionals with an interest in leadership development.” (page 3) Themes emerged that indicated what is currently going on in executive coaching and where the industry is headed.

The Value and Credibility of Coaching (pages 22 and 23)

“In its early days, executive coaching was quite often confused with counseling, consulting or training. Now, there are best-selling books, training programs and trade associations dedicated exclusively to executive coaching and business behavior.

As the market approaches a semblance of clarity about executive coaching, we can arrive at legitimate conclusions about its value and credibility.

Since we first started collecting data, both the perceived value and credibility of executive coaching have risen constantly. In 2012‟s report, we were able to say:

‘ Executive coaching has arrived. This year, our survey results confirmed that conclusion, as negative perceptions about the value of coaching have virtually disappeared. Another record high perception of the value of executive coaching.’

That was 2012. This is 2014, and the trend continues.”

“Just like the value proposition for executive coaching, the credibility of coaching is climbing to new heights. Those who say the credibility of coaching is „somewhat high‟ or „very high‟ jumped to 90% in our 2012 report. The numbers stayed right there in 2013 and improved once again in 2014, to 93%.”

The Benefits of Coaching (page 11)

“This year, we saw a 20% jump in comments that included the term ‘self-awareness’.

What is self-awareness, and how does it affect business behavior? Developed forty years ago, Self-Awareness Theory says: when we focus our attention on ourselves, we see our behavior in light of our standards and values. When we see a difference between our behavior and our standards, we change our behavior. In effect, self-awareness leads to self-control.

How can executive coaching encourage self-awareness? Executive coaching is designed to “create positive changes in business behavior”. That seems to require self-awareness, which leads to change.

How self-aware are we? That is hard to tell. Self-assessment is not always accurate. As one popular example goes: nine out of ten people will tell you they are "better than average‟ drivers. That applies in the realm of business, as well. Coaches tell us that their clients think they are more self-aware than they actually are.

If we cannot judge our own level of self-awareness, then who can? Outside of the laboratory and in the workplace, properly trained executive coaches can provide an accurate appraisal. They can offer an independent point of view that allows their clients to be more self-aware, more honest about themselves, and more open to changes in behavior.

By definition, people must become self-aware before they can change.”

Who Benefits from Coaching? (page 14)

“Coaching has been used to solve specific behavioral problems, to assist in transition and to develop ‘up and coming’ leaders. Over the years, coaching has shifted away from problem solving and toward pro-active leadership development. “

In 2014…..”there is another significant upward move in the proactive use of coaching, and another decline in the use of coaching to solve problems.”

Neuroscience and Executive Coaching (page 12)

“Awareness about neuroscience as a part of executive coaching is growing rapidly.“ …… “Neuroscience deals with the anatomy and chemistry of the brain and nervous system and their relation to behavior and learning.”

“……This field of study continues to build new information and evidence on a solid foundation. This is a rapidly growing body of knowledge that helps explain human behavior.”

“Justin Kennedy, professor of neuroscience at South Africa's University of Pretoria, says: “With the proper knowledge and training, you can use your conscious mind to change your physical brain. Really change it, so the way you think, the way you act, the way you feel can all be made better.” He tells us about neuroplasticity, which refers to the brain's ability to change and adapt. “You really are in control, and you really do have choices. When you think new thoughts, you are actually changing the geography of your brain, changing the electric patterns that create and carry thoughts, changing the chemicals that control moods and energy levels.”

 

Subscribe to our Newsletter