Does coaching have added value?
The fact that coaching can be very effective when it comes to personality development, self-management, relationship management or professional challenges is not only based on the positive experiences of many coaches and coaching clients, but has also been scientifically proven. For example, Hansjörg Künzli (in E. Lippmann (ed.): Coaching. Springer-Verlag) has evaluated a large number of studies on the effectiveness of coaching. He comes to the conclusion that in the vast majority of cases, coaching helps to improve relationship behavior and increase role competence. It helps to develop new perspectives and become more open to new experiences, to relieve emotional stress in challenging phases, to deal better with stress and to act and communicate more effectively.
Effectiveness of coaching: Why?
We now know that coaching works. How and why it works has been the subject of research for around 10 years. In therapy research, Grawe has succeeded in identifying overarching effectiveness factors that contribute to successful therapy, regardless of the form of therapy used. The so-called Berner impact factors include (1) the quality of the relationship between therapist and client, (2) resource orientation, (3) problem actualization, (4) motivational clarification and support in (5) problem solving. However, it cannot simply be assumed that these impact factors can be transferred to coaching without further ado. For example, coaching differs from therapy in terms of the (severity of the) causes, the shorter duration and the greater demands on the client's existing self-control skills.
However, since coaching is also practiced within the framework of different schools of thought and approaches, a similar research approach is obvious. Siegfried Greif (2008. Coaching und ergebnisorientierte Selbstreflexion. Hogrefe Verlag) has compiled the available research on impact factors in coaching and designed a model of impact factors in coaching.
Impact factors
Proven effective factors (similar to therapy) are the appreciative relationship between coach and coachee and a clear joint agreement on objectives. According to current research, the professional credibility of the coach also appears to be important. The perseverance of the coachee, as well as an individually tailored approach and a focus on resources and solutions appear to be significant impact factors. Other impact factors are most likely the coachee's existing ability to reflect, the degree of motivation to change and an ongoing evaluation of the process during the coaching. The promotion of self-reflection is also likely to be important, although results-oriented and structured self-reflection is essential.
Coaching has therefore now outgrown the „infancy“ of the pioneers who developed and passed on coaching as experiential knowledge. Coaching can also be presented to fact-oriented people as a solid and effective intervention. Contact us for a non-binding initial consultation.